City
Trends
Report
Evaluating the municipal landscape with its
critical shifts, challenges and opportunities
Originally published 2012.
Annotated 2015.
AWC Trends Report
1
City
Trends
Report
Evaluating the municipal landscape with its
critical shifts, challenges and opportunities
AWC City Trends Report
Copyright © 2012, 2015 by Association of Washington Cities, Inc.
All rights reserved.
The mission of the Association of Washington Cities is to serve our member cities
and towns through advocacy, education and services.
Association of Washington Cities, Inc.
1076 Franklin St. SE
Olympia, WA 98501
(360) 753-4137
awcnet.org
2
AWC Trends Report
AWC Trends Report
3
AWC City Trends Report
Washington’s 281 cities and
towns provide mandated and
essential services that are
vital to health, safety and
economic activity.
•Cities employ 62% of
the state’s local law
enforcement and fire
personnel.
•Over 25% of all vehicle miles
travelled in the state occur
on city-constructed and citymaintained streets.
•Cities support enterprise
activities like water, sewer
and stormwater systems
which provide dependable
utility services for millions
of urban residents and
businesses, and protect
our environment and water
quality.
•Parks, libraries, senior
centers and recreation
activities keep communities
healthy and attract
prospective businesses and
residents.
•Permitting and licensing
ensure safe buildings and
livable communities.
Cities also are home to an
increasing population. 64% of
the state’s population lives in
cities, and this number keeps
growing.
Percentage
of population
change
1990-2012
Washington State
Unincorporated
Incorporated
AWC Trends Report
40%
In the most rudimentary form, cities are legal entities with corporate
borders, created by local voters. They are authorized by the state
with powers outlined in the State Constitution and the Revised Code of
Washington.
Cities are also critical service and infrastructure providers. City police and
fire personnel are first responders, standing ready to assist communities
in the face of crime, fire and natural or manmade disasters. Cities build,
own and operate most public infrastructure systems in developed areas
– systems that ensure health, safety and environmental sustainability.
And cities manage land development, protect open spaces, and build and
maintain parks.
But cities are much more. Cities are urban centers, rural town squares
and Main Streets. They are economic hubs, the bedrock of entrepreneurial
activity. They are places where people congregate and synergy occurs.
Cities are home to cultural amenities – like theaters, festivals and fairs –
that breed creativity and spontaneity.
In Washington, nearly two-thirds of the state’s population lives inside a
city. And even when people don’t live within city limits, they frequently
identify as being from a city.
Cities provide a sense of place. Now and increasingly in the future, people
will change jobs and move from one location to another. People will seek
communities that boast a superior quality of life; they’ll buy homes near
amenities like markets and shopping squares, hospitals, good schools and
inviting parks. Businesses will locate where their employees want to live or
where an adequate brain trust already exists.
The strength of Washington cities’ services, infrastructure systems and
human capital is paramount to our ongoing economic and social wellbeing.
Methodology
This report analyzes trends affecting cities now and into the future.
It evaluates the landscape of municipal services over time and points
to critical shifts coming down the pike, as well as the challenges and
opportunities ahead.
This research report was
written in 2012. Questions
for consideration follow each
trend summary. Additional
consideration questions were
added in 2015.
Many of the trends identified in this report cannot be controlled directly.
Responses to various issues will vary from city to city, since every city is
different and each elected official has his or her own perspectives. Some
may welcome the changes; others may avoid them.
In developing this report, several data collection methods were used.
Focus groups
A series of focus groups were conducted over two months with various
groups. Focus group participants included mayors, city managers, city
clerks, members of the AWC Board of Directors (elected from districts
throughout the state), and staff from Municipal Research Services Center.
At their annual conference, city clerks also were asked to participate in
an informal exercise to capture the municipal trends they deemed most
important.
Survey
A trends survey was sent electronically to city elected officials, managers/
administrators and key department heads at all 281 cities. At least one
person from 200 of the 281 cities participated, representing 71% of
member cities. Respondents were comprised of 33% executive (mayors,
city managers/administrators, clerks); 25% legislative (council); and 41%
department heads.
External resources
A significant amount of secondary data is used throughout the report and
is often cited directly. This includes articles, videos, and research briefings
from organizations like the National League of Cities, International City/
County Management Association, the Brookings Institution, Gallup Poll, and
the Pew Research Center. Relevant news stories about cities and trends
from within Washington State were used, as well as reports from state
agencies like the Office of Financial Management and the State Auditor’s
Office.
AWC staff involvement
4
73%
What is a city?
4%
A large number of AWC staff contributed to the report. Having experience
in various subject areas, staff from throughout the organization
participated in focus groups on numerous issues and helped identify
emerging and well-known trends and data to support these trends. A core
team oversaw the project and also participated in focus groups, helped
identify secondary data sources and tested survey questions.
AWC Trends Report
5
What is the role of city
government?
• What services are cities
mandated to provide?
• What services are cities
expected to provide? Will
cities evolve and sometimes
expand services to meet
citizen expectations and
demands?
• What services can cities
afford to provide? Will cities
need to cut some services
and/or move towards
consolidation in order to
sustain “core” services?
• What services do city policy
makers want to provide to
carry out their strategic
vision for their community?
Do these complement
citizen expectations and
demands?
• What services are
the federal and state
governments off-loading
to cities through shifts in
funding or more stringent
regulations?
• Will more governmental
units be formed as cities
and other local governments
move to more regional
services (achieving greater
efficiencies of scale)? Will
more layers of government
further muddy the waters
about where citizens should
turn for which services?
6
AWC Trends Report
Report Overview
Throughout the data collection effort, it was clear that four broad trends
outweighed all others in terms of the depth and scope of their predicted
impacts on cities over the next 10-20 years. These trends were pervasive.
No matter the city service or interaction discussed or deliberated, these
trends were viewed as core in terms of their future impact to cities.
•The economic recession, and the years following, will fundamentally
change the way cities deliver services.
•Rapidly advancing technology will have both positive and negative
consequences for cities struggling to embrace new ways of delivering
services and achieving efficiencies. On one hand, technology can increase
efficiency and facilitate participation; on the other hand, it can increase
the digital divide between those with access to technology and those
without.
•Changing demographics – ethnic and generational – will impact how
cities operate within city hall and interact with community members.
Language diversity will impact all aspects of city operations. Shifting
generational control and increasing retirement rolls may lead to different
priorities and changes in community dynamics.
•Traditional governance models will be challenged to evolve in response
to growing factions in citizenry and a growing disconnect between the
price of government and citizen service expectations.
These four trends beg the question, what is the role of city government in
a quickly-evolving, dynamic, global economy?
In addition to the broad trends impacting cities, issue-specific trends were
also identified. These include:
•Leadership – changing perceptions of government, particularly antigovernment sentiment, continues to present problems for city leadership.
•City administration and operations – evolving citizen expectations, the
political climate, changing technology and the economic recession have
increased the need for cities to operate more efficiently and examine
their primary cost driver (personnel) more closely.
•Public safety – shifting revenue and the depth and duration of the
economic downturn are driving cities to consider cuts to police, fire and
emergency services.
•Infrastructure and development – cities report the condition of their
infrastructure is a major concern, and the lack of a stable funding source
makes addressing it particularly challenging.
•Quality-of-life services – cities are finding it increasingly difficult to
finance the parks, recreation, libraries, social services, and youth and
senior services that make up their social fabric.
Implications of broad trends on specific city issues
The matrix below outlines some of the implications the four broad trends have on each specific city issue.
Broad trends
Economic
recession
Rapidly advancing
technology
Changing
demographics
Governance models
Officials will be
expected to embrace
greater transparency
and share city
information more
broadly and quickly;
Open Public Records
laws do not recognize
modern communication
systems and will create
challenges for leaders
in effectively meeting
citizen expectations.
The demographic profile
of city elected officials
will change to reflect
changing populations;
The growing gap
between the haves and
have-nots will threaten
democratic processes;
Younger generations will
engage in new ways,
challenging traditional
service models.
Growing antigovernment sentiment
and citizen factions
are major challenges;
Cities – with higher
citizen trust levels than
other governments – will
still need to improve
standing; City leaders
will need to take a
larger role in inspiring
younger generations to
enter public service.
Administration The recession has driven With expanded use of
and operations a renewed emphasis on the Internet there is an
For the first time there
will be four generations
in the workforce at the
same time; Millennials
will bring new values,
expectations and
perspectives; As Baby
Boomers leave the
workforce, a significant
amount of knowledge
will leave as well.
Cities will continue
to evaluate new
partnerships and
service delivery models
to achieve greater
efficiencies and
economies of scale;
Negative perceptions
about government will
persist.
Leadership City elected officials
will continue to be
faced with tough
decisions about
service funding levels;
Enhanced and proactive
communication
with citizens will be
necessary; City councils
will be called upon
to partner with other
community leaders to
develop distinct longterm vision for recovery.
internal efficiencies,
new partnerships and
service models; There
will be increasing
pressure to contain costs
and limit employee
benefits and salary
enhancements.
increased expectation
that government is
“open for business”
24/7; City staff will
be pressed to adapt
to evolving citizen
expectations and
demand for more
immediate information;
Advances in technology
will accelerate change in
traditional workplaces.
•Budget and finance – cities are operating with a structural deficit
(revenues are growing more slowly than expenses) and even with
periodic cuts or tax increases, many cities will continue to see revenue
projections that do not keep pace with expected expenditures.
AWC Trends Report
7
Budget and Many cities have
finance been operating with a
Consumption-based
excise taxes will be
structural deficit, which negatively impacted
has been exacerbated
with shifts towards fuel
efficiency, conservation
by the recession;
Periodic cuts and tax
and online purchasing;
increases will not solve
Enhanced technological
the trend of expenses
systems come at
increasing faster than
significant costs, but
revenues – efficiencies in offer enhanced methods
service delivery must be for communicating
identified.
with citizens about city
budget priorities, and
other timely issues.
Public safety Usually only cut as
a last resort, even
public safety services
are being impacted
as a result of the
recession; Nationwide
anti-union sentiment
will cause debate
about benefit levels for
uniformed employees;
Requirements for
training continue
growing while funding
sources are shifting
away from cities.
Infrastructure
and
development
Infrastructure
systems received a
one-time boost in
federal assistance
with the ARRA, but
otherwise federal
funding decreased
as a share of local
government financing;
With slow recovery
from recession, many
cities may continue
deferring infrastructure
investments.
Quality-of-life Although cities may
services be forced to cut these
services in the face of
declining revenue, they
will be a key component
in positioning cities for
economic recovery.
8
AWC Trends Report
Public safety personnel,
particularly police,
are experiencing more
public and media
scrutiny; Cities will see
increased demand from
citizens and media for
immediate response and
real-time information.
As Baby Boomers
leave the workforce,
pensions and other
post-employment
benefits will become
an even greater budget
driver; Cities with
LEOFF 1 liabilities will
experience significant
budget constraints.
Emergency Medical
Services, already a
growing proportion of
911 dispatch calls, will
continue to increase as
the population ages.
More education will be
necessary to bridge the
disconnect between
taxes paid and services
rendered; Tax-limiting
initiatives may continue
to constrain city
revenues.
Lower general fund
revenue will bring the
urgency of discussions
about service models to
center stage.
Broad Trends
Economic recession
The Great Recession began in December 2007 and its impact has affected
nearly every aspect of city business and community economic conditions.
Although the U.S. recession officially ended in summer 2009, sluggish
economic gains and a global downturn continue to dampen much hope of
a full economic recovery in the near future. Long-lasting poor economic
conditions have fundamentally changed the way organizations in the public
and private sectors do business. The “new normal” is no longer new; lean
processes and doing more with less are now embedded in nearly every
organization’s culture.
Declining revenues
Improved technology
will provide efficiencies
and new ways to
repair/enhance old
infrastructure systems;
Improved technologies
also will add to the cost
of updating systems.
The state’s population
is expected to continue
growing, putting more
strain on infrastructure
and transportation
systems; Millennials
and Baby Boomers
are expected to use
transportation systems
differently in the
future, likely increasing
demand for public
transportation.
A more restrictive
regulatory environment
will require city
leadership to work
beyond boundaries, and
with non-traditional
partners.
Cities may have a role
in bridging the gap
between the technology
haves and have-nots by
providing public access
points to technology.
The aging population
will drive demand
for senior-oriented
services and enhanced
accessibility.
As the traditional
workplace evolves and
people engage in fewer
outside associations,
city services that
enhance social capital
will become more
important.
There is significant variation among Washington cities, and the adequacy of
funding for local services depends upon the community’s business activity
and other economic conditions. Falling tax revenues have impacted cities
in metropolitan areas most – particularly those cities that rely more heavily
on excise tax and business tax revenues. Cities that rely more on the
construction industry were more heavily impacted by the housing bust.
Since 2007, nearly all types of city revenues fell, particularly excise taxes
like sales taxes, which went from $244 per capita in 2007 to $185 per
capita in 2010. Although property tax collections have remained constant,
more cities will be bumping up against their maximum statutory rate as
property values continue to fall, and this could result in actual declines in
property tax revenue.
State partnership
Like cities, states across the country have experienced budget shortfalls
since the beginning of the recession. According to the Center on Budget and
Policy Priorities, 2012 will bring deeper state budget cuts than in previous
years. The National League of Cities’ 2011 survey of city finance officers
notes that since 2009, 50% of cities nationwide experienced cuts in general
aid, 49% cuts in state-shared and/or state-collected revenues, and 32%
revocation or reduction of reimbursement programs or other transfers. This
caused further tension to city-state partnerships throughout the country,
since cities are asked to pick up the falling pieces as states cut services to
deal with their own budget woes. There is a similar story for Washington
State, where after four years of budget shortfalls, city state-shared
revenues, grants and other assistance were jeopardized or cut. Further, the
2011 McCleary v. State decision, which reaffirmed that the state’s primary
responsibility is the support of schools, will fundamentally influence the
dynamic of competing for scarce state general fund resources.
AWC Trends Report
9
Providing services with less
In recent years, cities have made continual cuts to services. Cities
responding to AWC surveys report that year-after-year cuts have been made
to public safety, infrastructure, and other general government services.
Between 2009 and 2012, the number of employees in Washington’s cities
decreased by 8%. The poor economy is driving – or perhaps accelerating –
new ways of delivering services. Faced with operating with less revenue
and staff, cities are re-examining priorities and evaluating the services
provided. As a result they have discovered internal efficiencies, developed
new partnerships, adopted new technology, and fine-tuned their menu of
services.
Positioned for recovery
Jim Clifton’s The Coming Jobs War emphasizes that cities are the
cornerstone of economic vitality and it is strong city leadership that helps
fuel the local economy, and thus the state and national economies as
well. Bruce Katz of the Brookings Institution acknowledges that each city
must work strategically to understand what sets it apart from other cities
and what makes it distinctive. Further, Katz argues that deliberate and
purposeful investments in our capital assets must be made in order to drive
economic rebirth and recovery.
Although cities were directly hit by the recession, many still focus
efforts on economic development with an emphasis on regional strengths
and partnerships. Those that are taking advantage of the favorable
development climate and investing in social capital should be better
positioned for economic recovery.
Questions for consideration
•How do cities best use the economic recession as an opportunity to
address the “new normal” and reinvent processes to achieve greater
efficiency?
•How can today’s budget problems frame the long-term conversation
between policy-makers and citizens about the price of government and
citizen-desired services?
•How will budget difficulties at the federal and state levels impact service responsibilities at the local level?
•How do cities prepare for the post-recession economy?
•The state is only as strong as its cities and towns – how is your city
making the state stronger? What services provided by your city
contribute to the state’s economic health?
10
AWC Trends Report
Rapidly advancing technology
While it may be difficult to predict what new technological developments
will occur in the future, it’s certain that new ones will come. Changes in
technology will have both positive and negative consequences for cities
struggling to embrace new ways of delivering services and achieving efficiencies. On one hand, technology can increase efficiency and facilitate
participation; on the other hand, it can increase the digital divide between
those with access to technology and those without.
Many Washington cities already tap technology in some form to facilitate
a range of city services, from citizen engagement to traffic calming or
streamlined permitting. However, not all cities have embraced technology
to the same extent. While 63% of AWC City Trends Survey respondents feel
that available technology has a positive impact in the city’s ability to provide services, 58% of respondents also reported the city either can’t keep
up with rapidly evolving technologies or the city rarely uses technology to
deliver services.
Digital equity
Increasing the use of technology can deepen the divide between the haves
and the have-nots in our society, leading to inequities in access to services.
A joint study recently conducted by the International City/County Management Association (ICMA), the University of Washington and the Institute of
Museum and Library Services focused on the importance of ensuring broad
access to digital technologies. The study noted that there are 100 million
Americans who do not have a broadband connection to the Internet, which
has profound implications for economic success, educational achievement
and civic life. Cities may calculate that this potential concern about investing in technology is outweighed by the innovations it makes possible. Potential innovations include more efficient on-demand payment systems, more
cost-effective management of infrastructure through electronic monitoring,
a lighter footprint on the environment through more fuel-efficient vehicles,
cleaner energy sources, and faster construction projects, to name a few.
Transparency
Greater use of technology and new tools is driving greater transparency.
It also is driving the expectation that government provide better information more quickly. Twenty-four hour news cycles and public expectations
increase the perception that government is always “open for business.”
The community at large benefits from information shared broadly and
quickly via technology, but the abundance of independent news sources and
community blogs also creates new challenges for cities – managing citizen
expectations, adjusting to a faster pace and striving to keep the city’s
messages from being diluted or misconstrued. Further, 1970’s Open Public Records laws do not recognize modern communication systems driven
by technological advances. This includes tools like Twitter and Facebook,
cloud computing and metadata management.
AWC Trends Report
11
As technology makes information more transparent and available, it also
puts the security of the information at risk. The cost of new technologies
includes more than the price of hardware, software and training – it also
includes the cost of ensuring the security of the system and long-term
data storage. As the volume and complexity of their digital information
grows, some cities are considering moving to a third-party online storage
service like “cloud storage” as a way to outsource the secure storage and
management of their data.
The hazards of early adoption
Technology is now changing exponentially faster and it’s nearly impossible
to predict upcoming breakthroughs. While recognizing the benefits of
rapidly evolving technology, some cities have become wary of the risks
of early adoption. In the rush to adopt new technology some cities note
they have experienced challenges such as: not spending sufficient time
in planning how the innovation will fit into their community’s day-to-day
operations; citizen customers who are not receptive or don’t have the
ability to take advantage of the technological enhancements; systems
wrought with technical “bugs;” and costly new applications or hardware
that don’t deliver promised results or become obsolete too soon.
Questions for consideration
•Many governmental processes are intentionally deliberative. What is the
role of instant information in the world of deliberative government?
•What will cities need to cope with the increased transparency that more
sophisticated technology brings with it?
•How does the introduction of technology impact service delivery models
in planning, public works, public safety, parks and other traditional
areas?
•Given that rapidly changing technology is going to impact us all, what
do cities of all sizes need to overcome the challenges and take full
advantage of the opportunities that technology brings? •AWC launched its Open Data Portal this fall and is exploring ways to
raise the technological capacity of our cities. What support is needed
to help more cities benefit from the opportunities offered by new
technologies.
Changing demographics
Changing demographics – ethnic and generational – will impact how
cities operate within city hall and interact with community members.
Generational diversity will bring challenges and opportunities to the
workplace as, for the first time in our nation’s history, we have four
generations in the workforce at the same time. Growing ethnic and
language diversity will impact all aspects of city operations. The gap
between the haves and have-nots continues to grow and, where computers
are concerned, this gap is driving a digital divide that threatens to
undermine equal access to civic participation by all community members.
Generational shift
In its 2006 report, “Projections of the state population by age, gender and
race/ethnicity: 2000-2030,” the state’s Office of Financial Management
(OFM) projects that the number of people over the age of 65 will increase
by 150% from 2000 to 2030. The Baby Boom Generation – so named
because its members were born in such great numbers – has always had a
great impact because of its sheer size. As the youngest of this generation
approach retirement age in the next decade, cities are likely to experience
a “boom” in demand for public transportation, multi-family housing and
other services that support senior populations.
As Baby Boomers leave the workforce in droves, workplace and community
leadership positions will be filled by younger cohorts. These generations,
known as Generation X and Generation Y (or Millennials), will bring new
expectations about the way government should interact, using more
technology and social media to communicate and deliver services.
AWC Trends Report
60,000
50,000
40,000
30,000
20,000
10,000
0
-10,000
-20,000
1
9
8
0
1
9
9
0
2
0
0
0
2
0
1
0
2
0
2
0
2
0
3
0
2
0
4
0
Percent 65+ in 2010*
Generation Timeline
1922-1945 1946-19641965-19801981-2000
Veterans, Silent,
Traditionalists
Baby Boomers
Generation X,
Gen X, Xers
Generation Y,
Gen Y, Millennial,
Echo Boomers
Diversity
OFM projects that Washington State also will grow more ethnically diverse
over the next 20 years. The Hispanic population is the fastest growing
among all the race/ethnic groups, and its population is expected to grow
150% from 2000 to 2030. The population of Asian and Pacific Islanders is
expected to grow by 132% over that same period. As the older population
grows larger, it also will grow more diverse; the minority portion of the
senior population is expected to increase from 8.5 percent in 2000 to 18.7
percent in 2030.
In the future, cities will likely encounter shifting expectations and growing
demand for services designed or adapted to accommodate people of
different ethnicities, cultures, languages, ages, and abilities, as well as
those with different technical aptitudes.
12
Growth of state population
65 and over
Population change
Security
Statewide 12.3%
<11%
11-<14%
14-<19%
19-<28%
Percent 65+ in 2040*
Statewide 21.1%
11-<14%
14-<19%
19-<28%
28%
*Percent of total county population
AWC Trends Report
13
Work/lifestyles
The availability of technology is making it possible for more and more
people to lower their business overhead and sidestep the high price of
gasoline by working from home. The growth of telecommuting is expanding
people’s understanding of what “work” is and blurring the distinction
between work and home. With an increased presence of resident
telecommuters and a decreased presence of people who only visit our
communities to work, cities may experience new service demands and
shifting expectations.
Questions for consideration
•What assets do the changing demographics offer that cities can leverage?
•Younger generations have new expectations of government and government-citizen interactions. How can cities adapt or change to foster
greater communication and interaction?
•Likewise, how can cities adapt or change to foster greater communication and interaction with people with disabilities, people of different
ethnicities, people with different language skills, people of different
generations, people of different income levels, and people with different technical aptitudes?
•How can cities best prepare to serve an aging population?
•How does the increase in the number of people telecommuting or working alternate schedules change the needs for certain city services and
land use planning? What does this new style of worker need and how can
cities support them?
•As the Millennial generation enters the workforce, how will they influence the delivery of city services? What will be the impacts of the Baby
Boomers leaving the workplace? •Are you concerned about loss of institutional knowledge as longtime
staff members retire? Has your city discussed succession planning?
•What impacts has your city felt with the growth of organized movements
focused on social and economic inequities of your citizens and
workforce?
14
AWC Trends Report
Governance models
Cities can expect to find traditional governance models challenged in
the future due to growing factions in citizenry and a growing disconnect
between the price of government and citizen service expectations. At
its most successful, our representative democracy is upheld by effective
representatives chosen by informed citizens who are actively engaged
in their communities. Cities have a paramount role in ensuring citizens
are informed and have ample opportunities to participate. While some
city officials believe there is a lack of civic understanding among our
citizens, others go as far to say that traditional engagement models are
largely ineffective and need to adapt to a new era. Additionally, cities are
challenged by growth in partisanship and anti-government sentiment.
In his remarks about re-engineering the courts for the 21st Century, former New
Hampshire Chief Justice John Broderick lamented that two-thirds of American
adults can’t name the three branches of government, and quoted Thomas
Jefferson that “no nation can long exist both ignorant and free.” There is an
increased need for civic education, both to counter anti-government messages
and to encourage more citizen participation in local government.
Changing/adapting citizen interactions
Technology provides a new platform to broadly share information. Traditionally, governments have shared information with citizens cautiously, often
walking a thin line between abiding with public records laws and maintaining
citizen confidentiality. However, the growth of technology and social media is
raising expectations that cities provide information more freely and immediately, perhaps via an electronic platform such as “wiki” where citizens can
share, comment and interact with city hall. Due to these emerging technological platforms, cities are likely to struggle with finding a balance between
perceived responsiveness and making long-term strategic decisions.
Changing political climate
Negative perceptions about government, especially about government
accountability, will continue to challenge city administration. Citizens
have been expressing a lack of trust in government in general and
have expressed a desire for more direct democracy through use of the
initiative process and demands to vote on individual policy decisions facing
government. A recent Pew Research survey notes that the partisan gap has
nearly doubled over the last 25 years. The divide between proponents of
both less or more government continue to impact city decision-making,
leading to growing factions in citizenry and the increasing disconnect
between the price of government and citizen service expectations.
Although Washington’s city councilmembers do not run for office under a
party affiliation, anecdotally more are beginning to associate themselves
with a political party, sometimes as a result of parties’ efforts to attract
candidates to local office as a stepping stone to higher political offices.
AWC Trends Report
15
Partnerships
Cities’ relationships with other jurisdictions are being both encouraged and
tested. Some cities pursuing regional partnerships for service delivery are finding that collaborative partnerships can leverage shared knowledge and resources for the benefit of all parties. A potential downside to increased partnership
is the growth of more “cookie cutter” governance with less local control. As
more layers of government are formed there is also a concern that citizen confusion will grow about which government entity provides which services.
Initiatives
Use of the initiatives process in the United States has been cyclical: the
1910’s saw 293 initiatives on statewide ballots; 1960’s – fewer than 100;
1980’s – 271; 1990’s – 389. Washington is one of five states relying most
heavily on the initiative process; only California, Oregon and Colorado have
had more. Initiatives tend to focus on liberal or conservative issues, addressing matters that don’t have political weight with the legislature. The
downside to the growth of initiatives is that it can undermine the interests
of minorities (because it requires a majority to support the initiative) and
it can be unduly influenced by wealthy special interests. Indiscriminant use
of initiatives also can undermine the benefits of representative government
and lead to “sound bite” voting. On the other hand, the initiatives process
tends to increase political participation, helps spur civic and political engagement, and can increase citizens’ knowledge through substantive airing
of a specific issue. Given that initiatives are likely to continue appearing on
Washington ballots, cities may find it increasingly challenging to meet their
citizens’ needs while trying to comply with initiative mandates.
Questions for consideration
•What activities, attitudes, and service delivery models must change in
order for local governments to be better partners with their citizenry?
•How will the role of the citizen change as a result of real-time virtual
participation through things like web-conferencing and social media?
•What is the appropriate role of initiatives in a representative democracy?
•If the trend of governing-through-initiatives has raised the public’s
expectations for direct voting on policy decisions, how does this affect
representative democracy?
•What is the city’s role in relation to schools, the county, and other jurisdictions? How can cities make the most of these relationships to create a
“government without borders” experience for citizens?
•Should cities be promoting a shared service model over formation of special purpose districts? What about public-private partnerships?
Issue-specific trends
Leadership
The city leaders of today are challenged by a lack of clarity about the role
of city government and by the difficulty of setting citizen expectations
in a rapidly changing world. Growing anti-government sentiment can
obstruct the decision-making process, and that’s doubly true for cities that
experience internal conflicts between councilmembers and the mayor or
staff about roles and responsibilities. Those cities that experience more
conflict-oriented and reactive models of problem-solving in leadership may
start to fall behind those jurisdictions with effective, strategic leaders who
can build on local successes to develop community trust and support.
Over 2,000 city elected
officials, representing over
four million citizens, serve on
a non-partisan basis. Almost
all are part-time officials
that serve with little or no
compensation.
On the positive side, citizens continue to have a greater sense of trust
in their local government than in state or federal governments. A 2011
Gallup poll found that 68% of citizens had a great deal or fair amount of
confidence in their local government to solve problems, compared with
57% for state government and 31% for the federal legislative branch. This
also is reflected in AWC City Trends Report survey results – respondents
reported pessimism about residents’ understanding of government but were
otherwise optimistic about trends in city leadership.
Evolving role in addressing the
future needs of the community
21st century city leaders recognize that complex problems cannot be
tackled by a single organization. Increasingly, city leaders are exploring
collaborative approaches to problem solving by tapping the knowledge
and energy of their stakeholders in order to tackle tomorrow’s problems.
Governmental entities – like cities, counties and schools – cannot operate
in silos, without concern for the others’ responsibilities. Particularly with
regard for schools, the fundamental bedrock of a community’s social and
economic wellbeing, the city-school partnership must be nurtured and
redefined.
Additionally, tackling broad issues like stormwater management,
Puget Sound recovery, and climate change may require city leaders to
work beyond physical boundaries with non-traditional partners in the
development or business community. These issues also are influenced by
growing factions between regulatory and deregulatory environments.
•How will economic recovery affect the use of special districts and the
process of peeling traditional city services off to other entities?
16
AWC Trends Report
AWC Trends Report
17
Preparation for future challenges
City leaders generally perceive themselves as prepared for future
challenges. The AWC City Trends Report survey respondents rated
themselves as very or somewhat prepared to meet the challenges of
complying with environmental regulations, coping with natural disasters
and other emergencies, responding to public records requests, and
economic development opportunities. Trends survey respondents rated
themselves somewhat less prepared to deal with changes to pension
programs, health care changes, staff turnover, services for a growing senior
population, programs for youth, participation in social media, the more
ethnically diverse population, and affordable and senior housing.
Recruiting community leaders
Strong leadership teams are
already in place within cities.
A natural order is already
present, in governments
and local business and
philanthropic entities.
Every city has strong, caring
leaders working on numerous
committees and initiatives
to fuel their local economic
growth – let’s call it the city
GDP – and to create good
jobs. The feat these leaders
have to pull off is doubling
their entrepreneurial energy
by aligning all their local
forces.
A continuing trend for cities is the difficulty of recruiting citizens to run
for city council and volunteer for advisory boards and commissions. In part
this is due to a break-down of the traditional models of developing leaders
through civic organizations, whose 58% decline in club meeting attendance
over the last 25 years was documented in Robert Putnam’s book, Bowling
Alone (2000). Other factors, including the challenges of public perceptions
of civic service discussed above, mean that it is increasingly difficult to
recruit talent. Demographic changes also present challenges for recruiting
leaders who are reflective of the community, which in turn can impact trust
in government.
Questions for consideration
•What can city officials do to recruit and develop future leaders?
•As participation in traditional civic groups declines, what does the new
leadership pipeline look like?
•How can we help leaders manage information and work in a deliberative
way to move forward?
The Coming Jobs War, Jim Clifton,
•Do elected officials adequately reflect the increasing diversity of their
communities? How does that impact people’s trust in government?
2011, p.64
•How can representative groups be incorporated into governmental processes in a constructive way?
•How can we help city leaders plan and think strategically to develop and
fulfill their vision for their community?
18
AWC Trends Report
City administration and operations
Managing the day-to-day administration and operations of our cities has
been and continues to be an evolving process that is impacted by numerous
variables including citizen expectations, political climate, changing
technology and personnel matters. Whether the city employs a full-time
professional staff or operates with part-time volunteers, most cities report
being asked to do more with less and expect that to continue well into
the future, especially given the slow pace of economic recovery and the
reprioritization of city services. This leads to an even greater need for
seeking efficiencies in the way cities do business.
As providers of services, cities’ primary resource is personnel. Personnel
costs often accounts for two-thirds of cities’ operating budgets making it
a primary cost driver. Therefore, it can be the target for reducing costs.
Cities are driven to look for ways to meet the needs of the community
while being responsible employers.
Health care costs
Health care costs are expected to continue to increase at double-digit
rates in the future. Cities expect to seek opportunities to limit the growth
in health care related costs through premium sharing with employees,
wellness programs to reduce claims, Health Savings Accounts (HSAs), and
lower cost insurance options such as high-deductible plans. Of particular
concern to cities that have LEOFF 1 plan members is the cost of providing
medical benefits to these retirees. According to the State Actuary, that cost
is expected to increase per retiree from under $20,000/year in 2012 to
over $100,000 in 2054.
Pensions
Sixty percent of AWC City Trends Survey respondents described their
city’s outlook about changes to pension programs as pessimistic. While
Washington’s pension systems are on more stable footing than most around
the nation, cities remain concerned about the costs of meeting pension
obligations for both PERS and LEOFF employees. Cities expect that pension
rates will be impacted by the markets and economy, litigation on issues like
gain-sharing and continued pressure for pension reforms. This may include
closing PERS 2 and moving all new hires into defined contribution programs
with less costly benefits.
AWC Trends Report
19
Employee demographics
Volunteers
Public employees include a significant number of Baby Boomers who
will look to retire within the next decade. The Washington City/County
Management Association reports that 41% of local government managers
are 51 years or older. This leads to the need for succession planning
and attracting a new generation of workers into the public sector. The
graying of cities’ workforce also will have an impact on health care and
pension costs. Cities can expect more generational interaction as the
Millennial generation enters the workforce alongside their Baby Boomer
counterparts. The Millennial generation is more project-oriented and less
tied to tenured careers and long-term service to a single employer. This
is expected to bring a new set of employee values to the city workforce.
It is also expected to have a fundamental impact on many aspects of city
personnel management from how they look at career progression, to the
use of technology, to the salary and benefit packages for which they will
advocate.
Cities more often are looking to volunteerism as a way to balance limited
resources with demands for services. However, volunteerism has been
evolving, with reportedly less interest in traditional service clubs and more
focus on individuals getting involved in specific efforts. Cities seeking to
involve more citizens as volunteers will need to find new ways to reach out
to potential volunteers. In addition, some unions have questioned the use
of volunteers to provide services previously undertaken by city employees.
This has limited some cities’ ability to take advantage of volunteer labor.
Collective bargaining
Washington State has a strong tradition of collective bargaining and many
cities have unionized workforces. As personnel costs continue to outpace
revenue growth there will continue to be pressure to contain costs and
limit benefit and salary enhancements. There also will be pressure to
modify some aspects of collective bargaining laws that are seen as out of
touch with the evolving nature of the public sector. There will be increasing
need to work cooperatively with collective bargaining groups to address
fiscal and other operational changes in the future.
Seeking efficiencies
Criticism about the lack of efficiency in government has dogged cities.
However, cities have undertaken numerous initiatives aimed at being as
efficient as possible. This is tempered by that fact that the governing
process is intended to be deliberative and not necessarily streamlined.
Changing technology will continue to have a huge impact on how cities
do business, but it also comes with its own costs and challenges. As cities
continue to define what core services they must provide, there will be
increased pressure to find cost savings through efficient use of resources.
Some cities are already exploring process improvement strategies such as
Six Sigma, Lean, or Cayzen.
20
AWC Trends Report
Questions for consideration
•There is growing nationwide scrutiny of the compensation and benefit
packages provided to state and local government workers. How will that
scrutiny play out in Washington State?
•What’s the future for pension reform in our state?
•What impact would an increase in cost sharing for health care have on
compensation strategies?
•How can cities engage and sustain volunteerism to their benefit?
•Will the attacks on government and government employees make it hard
to attract candidates for elected office and a quality workforce? Will
folks turn away from public service as a vocation?
•How can cities find new ways to more efficiently provide services in
response to limited resources?
•How is your city planning to respond to any changes in benefits mandates
for employees? Is your city considering changes to employee health care
benefits prior to 2018 when the Affordable Care Act Excise Tax goes into
effect?
AWC Trends Report
21
Budget and finance
Washington’s city revenue structure is largely built on early 20th century
manufacturing-based tax system. Coupled with decades-old policy
decisions and recent economic challenges, many city budgets are no longer
sustainable. Cities are operating with a structural deficit, where revenues
are growing slower than expenses. Even with periodic cuts or tax increases,
many cities will continue to see revenue projections that do not keep pace
with expected expenditures.
Revenues
Collectively among all cities, three revenue sources make up two-thirds of
city operating budgets: property taxes, sales and use taxes, and business
and utility taxes. Cities levy revenues differently based on the make-up of
their local economy and revenue tools that work in their particular city.
Many city revenues are dependent on consumption, which is problematic
in light of cultural and pragmatic shifts towards fuel efficiency and
conservation, as well as tightening of family and corporate budgets. If
these trends continue, cities will see:
•Dwindling gas tax revenues as people drive less and purchase more fuelefficient cars or electric vehicles;
•Shrinking utility tax revenues as business and residential customers
accelerate use of more efficient electric, gas and water systems;
•Unrealized revenues from telephone utility taxes as people move away
from the traditional “land line” and towards services that rely more on
cell phone and internet technology; and
•Less revenue from sales tax on everyday purchases as people adapt to
reduced household income, focus more on saving and continue buying
items online, thereby avoiding paying sales tax.
Revenue restrictions
In the early years of the 21 century a string of initiatives chipped away
at city revenues. The Motor Vehicle Excise tax was repealed in 2000,
with significant losses in sales tax equalization, police and fire protection
and criminal justice assistance. Passage of Initiative 747 in 2001 capped
local property tax levy increases at 1% (excluding new construction and
annexation). Initiative 776, passed in 2002, repealed the local vehicle
license fee. Some additional revenue options have been granted by the
state, but these have been restricted in scope (like the public safety sales
tax and multi-year levy lid lift).
st
In terms of initiatives over the last two decades, voters favored antitax and anti-fee proposals. But at the local level, many ballot measures
outlining specific purposes have passed. This suggests a willingness on the
part of voters to pay for specific services or capital improvements at the
local level when they’re actively involved and can see a direct benefit. In
light of shrinking general funds, there is also a movement towards more
pay-as-you go or fee-based services, including tolling of local roads and
stormwater utilities.
Budget as a citizen engagement tool
The dialogue between city officials and citizens is shifting in order to
effectively identify budget and community priorities. For more and more
cities, this has meant integrating performance management into their
budgeting processes. Organizations like the National Advisory Council on
State and Local Budgeting (NACSLB) and the Government Finance Officers
Association (GFOA) are pioneers in training local governments to use
the budget as a tool to communicate broad organizational goals, focus
budget decisions on results and outcomes, and base budget decisions on
performance. The Elway Poll data shows that 49% of those polled find
accountability the most useful measure of government performance – more
than efficiency or effectiveness combined.
Citizen expectations and participation
As cities react to constrained revenue, there has been a focus on defining
what constitutes core city services. Often this has led to a prioritization
of these core services in terms of funding and finding other ways to fund
non-core services or, in fact, eliminating services deemed non-essential.
Looking ahead, cities are going to need to balance citizen expectations
with fiscal reality. Cities will need to engage their citizens in discussions
about tailoring city services to meet the communities’ expectations while
balancing those expectations with available resources.
Questions for consideration
•How do cities cope with the imbalance between people’s demand for
services and their willingness to pay for them?
•What are the implications of shifting toward a fee-for-service city
revenue model?
•How do we get from our current revenue model to a more sustainable
revenue model for the future?
•What can be done to maximize/activate political will at the federal,
state and local level to transform a century-old tax system into one that
aligns with current practices?
•What, if anything, are you hearing from your citizens about the diversion
of state shared revenue over the last 2 biennia?
22
AWC Trends Report
AWC Trends Report
23
Public safety
Public safety has traditionally been the best understood, most staunchly
supported function of local government. Though some disagree on how
to pay for it, most citizens don’t question the value of preventing crime,
fighting fires, and responding to emergencies. These services have become
more vulnerable, however, as shifts in revenue and the depth and duration
of the economic downturn continue to impact city public safety budgets.
For cities with a significant number of LEOFF 1 retirees, these budget
difficulties are compounded because they are facing an unpredictable
liability in those retirees’ long-term medical costs. Changing demographics
and the growth of electronic news media also will add to the future
challenges cities will face in public safety.
Police
One in four AWC City Trends Survey respondents cited police among the
services proportionately receiving the greatest budget cuts over the last
decade. The 2012 AWC State of the Cities report revealed that 20% of
respondents’ police departments have stopped responding to calls for nonviolent and low level property crimes because of lack of resources. Adding
to the difficulty, requirements for public safety training are growing even
while traditional funding sources are being shifted away from cities. To
meet future budget needs, more cities may choose to explore contracting
with another jurisdiction or other service delivery models for police
service.
Fire/Emergency Medical Services (EMS)
As our population ages, cities are likely to experience an increase in
demand for EMS services. Cities already see many more EMS than fire
incidents, but because it’s standard to dispatch a fire truck to all calls,
fire departments will feel the impact of rising EMS demand as well.
According to the National Fire Incident Reporting System (NFIRS), a growing
percentage of the incidents to which fire agencies in Washington respond
are rescue/EMS incidents. Of the 615,468 total incidents reported to NFIRS
in 2010, 72% were for rescue/EMS response, up from 66% in 2006. While
total rescue/EMS incidents increased 25% from 2006 to 2010, total fire calls
dropped by 31%.
Major incident response
Beyond providing police, fire and EMS service, cities also may be called
upon to respond to events that extend beyond their borders, such as
natural disasters, threats of terrorism, environmental changes such as rising
sea level, or major weather events. Preparing for and responding to such
large-scale, relatively rare events will be increasingly difficult as the post911 boost of federal and state grant funding runs out. Smaller communities
face even more challenges in adequately preparing for such emergencies
and will be forced to look to regional partners and community volunteers.
24
AWC Trends Report
Service delivery models
Nearly 50% of cities’ budgets are expended on police and fire service. Due
to the substantial costs associated with public safety services, cities have
to and will continue to consider alternative service models that alleviate
the pressure on general funds. Even before the recession, cities carefully
weighed pros and cons of moving fire services out of the city budget
through annexation with a fire district or formation of a Regional Fire
Authority. Post-recession, a growing number of cities also have discussed
the need to outsource police services, most often through contracting with
the county sheriff or neighboring city.
Perceptions/Expectations
As the coverage of city news shifts away from a daily print newspaper
staffed by trained journalists to 24/7 electronic news and amateur blogs,
cities are experiencing more public and media scrutiny in all areas,
including police activities. While the increased scrutiny can serve to
spotlight the good police work that is being done, it also raises the public’s
expectations for immediate response and real-time information about
crime and public records. The increased media attention also may result in
exaggerated perceptions of crime which can affect everything from police
recruitment to economic development.
Questions for consideration
•What are the core city services and is fire service still among them?
•The line between EMS (emergency medical services) and fire services is
blurring. Is there a fundamental shift happening and, if so, what does
it look like? What is the right balance between “ambulances” and “fire
trucks”?
•What is considered an “adequate” level of public safety services? Who
decides?
•Is our current long-term policing model proactive or reactive? What is
the right balance for the future?
•How might we deal with tension between uniformed and non-uniformed
city staff?
•What will be the impact of aging Baby Boomers on EMS? Other services
for seniors?
•How might cities achieve cost efficiencies by shifting to a more proactive
role as demand for fire/EMS services grows? •Is your police force engaging with citizens in new ways? What responses
has your city made to calls for accountability and improved community
relations? Is the role of local law enforcement evolving towards social
service interventions?
AWC Trends Report
25
Infrastructure and development
In the wake of the recession, cities have been forced to defer critical
investments in the transportation and utility systems that underpin our
economy, our mobility and our environmental standards. As a result, the
condition of today’s infrastructure is a significant concern for most cities.
As more people move to urban areas, cities will struggle to build and
maintain an infrastructure system that moves and supports the growing
population. Serving more people while grappling with few funding options
and a more difficult regulatory environment will add to the challenge.
Aging infrastructure
Nine out of ten AWC City Trends Survey respondents cited the condition of
their infrastructure as a moderate to major problem in their community. A
2010 Elway Poll of city and county officials reported that, “In every region
of the state, officials who said their infrastructure was getting worse
outnumbered those who said ‘better’ by about two to one. Ten years ago,
the number was even.” Both large and small communities report they
cannot afford even modest improvements to their streets such as basic
resurfacing. Although streets often are cited by city officials as one of the
most pressing infrastructure problems, the scope of required improvements
is not limited to roadways. Many cities have aging drinking water and sewer
systems and there is a growing backlog of needed repairs.
Infrastructure financing
In the past several decades, more responsibility for financing new capital
projects has fallen to local governments. In the years following World War
II, the federal government played a large role in funding capital projects
throughout the country. Programs such as the Interstate Highway Act
and the Clean Water Act brought new dedicated funds to state and local
governments. However, by the end of the 1970’s, the federal government
began to shift responsibility to the states and by the 1980’s federal
funds for many programs began to disappear. The American Recovery and
Reinvestment Act of 2009 infused some additional funds into the nation’s
infrastructure systems, but as an overall trend, federal funding has fallen
as a proportion of local investments.
Cities depend heavily on their general fund dollars for transportation
and there is growing competition for those dollars to provide essential
services such as fire and police. City utility services operate largely from
fee revenues, and small cities lacking economies of scale are often hardpressed to generate enough revenue to build and maintain water and sewer
systems that meet regulatory requirements.
Mandates
The shift in financial responsibility from the federal and state governments
to cities has been accompanied by a growing number of mandates that
require local governments to meet more stringent regulations. To protect
area water and air quality, tighter restrictions have been placed on city
sewer and stormwater systems. City streets also are required to meet
certain state and federal regulatory standards that have evolved over time.
These most often include storm drainage and uniform design standards
set by the Americans with Disabilities Act. While cities support the intent
of many of these mandates, the reality is they create more financial
difficulties for cities already struggling to fund an ailing infrastructure
system. Growth management
The intent of the Growth Management Act (GMA) is to ensure that
infrastructure systems are in place to manage and direct growth while
preventing sprawl and environmental damage. The state’s population is
expected to grow by more than 2 million, totaling a population of 8.8
million in 2040. Nearly 60% of this growth will be attributed to migration,
which is expected to increase when the economy improves. Although the
rate of population growth is slowing, it still will pose a challenge for cities
in building and maintaining infrastructure.
Economic development
Economic development means jobs, for today and into the future. A
nationwide poll recently conducted by the American Planning Association
(APA) found that Americans generally support the idea of planning, and job
creation was identified by 70% as a top priority for community planning
efforts. Nine out of ten AWC City Trends Survey respondents indicated
the vitality of their downtown, Main Street, and/or retail corridor is a
moderate or major concern for their community. Cities of all sizes face
the ongoing challenge of balancing economic development needs with
environmental concerns and impacts on communities. Major improvements
for congestion relief, freight mobility, and earthquake protection are
needed to support development of major economic centers. As our
increasingly global economy opens an international pool of opportunities,
economic development will grow more complex.
Compounding these challenges, Washington is one of only two states in the
U.S. that doesn’t authorize tax increment financing.
26
AWC Trends Report
AWC Trends Report
27
Shifting away from cars?
Already, worries about climate change, resource depletion and the rising
cost of gas are encouraging changes to America’s car-centric culture. The
Federal Highway Administration reports that the percentage of potential
drivers aged 19 and younger who had driver’s licenses dropped from 64.4%
in 1998 to 46.3% in 2008. And, a recent study by Gartner Research revealed
that 46% of all 18-to-24-year-old drivers in the US would choose access to
the Internet over access to a car if forced to choose. Such a shift away
from our car-centric history will have implications for our infrastructure
and our economy in general.
Questions for consideration
Quality-of-life services
Beyond basic infrastructure, land use and public safety, cities also provide
or support the provision of parks, recreation, libraries, social services,
programs for youth and services for seniors in their community. These
quality-of-life services make cities more attractive to residents and
businesses and weave a social fabric that holds a community together.
While changing demographics will likely increase the demand for social
services and services for seniors, budget difficulties may make it difficult
for cities to continue financing many quality-of-life services into the future.
Parks and open space
•What are the characteristics of a sustainable city?
Since 1990, our fastest growing cities have focused significant planning
efforts on meeting the state’s goals on open space and recreation under
the Growth Management Act (GMA). The success cities have in preserving
parks and open space today will pay economic and health dividends in
the future. Texas A&M University professor John Crompton promotes the
message that business attraction and retention has a direct relationship
with high quality of life and that often is embodied by parks and open
space. Further, physical activity is essential to good health and providing a
place to walk, bike and enjoy a variety of exercise is a great way to keep a
community healthy.
•How will cities pay for infrastructure in the future? Has the state’s
partnership in quality infrastructure programs changed permanently?
Services for seniors
•How do we ensure adequate resources to conduct the detailed review
that Growth Management Plans require?
•How do we ensure adequate sewer and water systems to meet existing
needs as well as support growth?
•How do we make “green” water and sewer systems more affordable, and
how do we communicate the value of pursuing green solutions?
The aging population of our cities will drive the demand for more seniororiented services such as transportation and senior or assisted housing.
Demand for EMS is likely to go up along with the need for more accessible
parks, trails, benches and signage. Not since the passage of the Americans
with Disabilities Act, 20 years ago will cities have felt more pressure to
remove barriers and accommodate the differences that prevent seniors and
people with disabilities from participating fully in their communities. With
federal funding flat, local governments are likely to bear a greater share of
the burden for making these accommodations.
Implications for health
“Park Ringer: Q&A with
John Crompton,” Texas
A&M University professor
and College Station
councilmember. An excerpt
from Citvvision Magazine,
July/August 2010
(Are there) any lessons learned
from big cities in Texas?
When Boeing chose to move to
Chicago instead of Dallas a few
years ago, the bluechip elites
in Dallas were staggered. So
they went to talk to Boeing
about why the company picked
Chicago, and the answer had a
lot to do with the amenities in
Chicago, particularly that Dick
Daley had invested massively
in parks that transformed
that city. Dallas immediately
came up with a $200 million
plan for downtown parks and
beautification projects.
In other words, city parks
aren’t just amenities for
picnickers.
It has a lot to do with business
attraction and retention.
Typically, Americans are working longer hours and spending more time
commuting, thus leaving less time for exercise, shopping, and preparing
healthy meals. The growing incidence of heart disease, Type 2 diabetes
and childhood obesity is eroding the health of our citizens and our
communities. Realizing the cost of these public health crises ultimately
will fall on communities, cities are grappling for ways to promote healthier
communities in the future, including: sidewalks and trails to promote
walking, safer bicycle paths for recreation and commuting, parks and open
space for community gathering. These changes may also lead cities to
consider modifying their city hall hours to accommodate the evolving needs
of both citizens and city employees.
28
AWC Trends Report
AWC Trends Report
29
Impacts of technology
A recent survey by Pew Research found that nearly two-thirds of American
adults now connect to the Web via smartphone, tablet, or laptop computer.
These mobile users are connected 24/7 and their independence from a
single, stationary internet connection means they may be increasingly
siloed and physically isolated. Another impact of this shift away from
desktop computing toward more mobile, always-on, alternatives may be a
deeper divide between those who have access to technology and those who
do not. Cities may have a role in bridging the gap between the technology
haves and have-nots by considering the need for both mobile and desktop
applications and by providing public access points and training for those
without access to mobile technology.
Social capital
Urban planner Jane Jacobs described incidental encounters between
citizens as the “small change from which a city’s wealth of public life
must grow.” Unfortunately, the isolating effect of technology is likely to
decrease opportunities for random face-to-face interactions between
citizens. Raising social capital in the future may require that cities play a
more intentional role in creating an environment more conducive to these
interactions.
Questions for consideration
•Who is responsible for providing the social services safety net? Government? Non-profits? What is the long-term role of cities?
•Recognizing that strong schools are critical to economic development
and quality of life, what is the role of cities in partnering with schools?
•What will community amenities like parks, community centers and
libraries look like as community needs change?
•How will cities balance the priorities of and adequately finance
community amenities as opposed to core services like public safety and
infrastructure?
•As technology increases virtual connections, possibly at the expense of
real connections between people, how might cities play a role as social
hub for their residents?
•What is the role of cities in public health?
Appendix A - Resources
Administration
“The laws of the city: A deluge of data makes cities laboratories for those
seeking to run them better”
The Economist online, 6/23/12
www.economist.com/node/21557313
“Local government priorities for performance audits survey of local
government officials”
State Auditor’s Office (SAO), 3/03/11
www.sao.wa.gov/EN/Audits/PerformanceAudit/Documents/
Local_govt_outreach_results_PA_2011.pdf
Demographics
“Age, sex, race, and Hispanic origin”
Office of Financial Management (OFM), May 2012
www.ofm.wa.gov/pop/race/default.asp
“Millennials will benefit and suffer due to their hyper-connected lives”
Pew Research Center’s Internet & American Life Project, 2/29/12
www.pewinternet.org/Reports/2012/Hyperconnected-lives.aspx
“Mixing and managing four generations of employees,” Greg Hammill
Fairleigh Dickinson University, Winter/Spring 2005
www.fdu.edu/newspubs/magazine/05ws/generations.htm
“The office is shrinking as tech creates workplace everywhere,” Haya El
Nasser
USA TODAY online, 6/05/12
www.usatoday.com/money/workplace/story/2012-06-05/tech-
creates-workplace-everywhere/55405518/1
“Products that Gen Y Just will not buy,” Charles B. Stockdale and Michael
B. Sauter
Bottomline - MSNBC, 4/30/12
www.bottomline.msnbc.msn.com/_news/2012/04/29/11289904-
products-that-gen-y-just-will-not-buy?lite
“Projections of the state population by age, gender and race/ethnicity:
2000-2030”
Office of Financial Management (OFM), March 2006
www.ofm.wa.gov/pop/race/projections/methodology_0306.pdf
“The state of metropolitan America: Metros on the front lines of
demographic transformation,” speech by Bruce Katz
Brookings Institute, 10/18/10
www.brookings.edu/research/speeches/2010/10/18-seattle-katz
30
AWC Trends Report
AWC Trends Report
31
“The state of metropolitan America: Why cities are key to American success
in the 21st century,” video presentation by Bruce Katz
Time Video online
www.time.com/time/video/player/
0,32068,643135723001_2026838,00.html#ixzz20FFDKy92
Development/Infrastructure
“Do Americans really want more planning?” Kaid Benfield
The Atlantic Cities (blog), 6/18/12
www.theatlanticcities.com/politics/2012/06/do-americans-
really-want-more-planning/2304/
“Economic game changer: Powering the next generation government”
Center for Digital Government, 2012
Download from here:
www.govtech.com/library/papers/Economic-Game-Changer-
Powering-the-Next-Generation-Government.html
The Coming Jobs War, Jim Clifton
New York; Gallup Press, 2011
“Competitors or collaborators: What does it take to achieve regional
economic success?” Christiana McFarland
National League of Cities (NLC), Nations Cities Weekly, 4/30/12
www.nlc.org/news-center/nations-cities-weekly/articles/2012/
2012april2/competitors-or-collaborators-what-does-it-take-to-
achieve-regional-economic-success
“Less of a drag: some encouraging signs from state and local governments”
The Economist online, 1/07/12
www.economist.com/node/21542445
“The post-cash, post-credit card economy,” Somini Sengupta
New York Times online, 4-28-12
www.nytimes.com/2012/04/29/sunday-review/the-post-cash-
post-credit-card-economy.html
“Smart roads, smart bridges, smart grids,” Michael Totty
Wall Street Journal online, 6/05/12
http://online.wsj.com/article/SB123447510631779255.html.html
“State, local government employment remains flat in jobs report,”
Mike Maciag
Governing online, 4/06/12
www.governing.com/blogs/by-the-numbers/government-
employment-flat-march-2012-data.html
“Transportation 2040 (the 2010 Metropolitan Transportation Plan)”
Puget Sound Regional Council, Transportation Policy Board, 5/20/10
Access the full plan or executive summary here:
www.psrc.org/transportation/t2040/t2040-pubs/final-draft-
transportation-2040
“Transportation 2040 update: Growth and economy”
Puget Sound Regional Council, Transportation Policy Board, 5/10/12
www.psrc.org/assets/8237/TPB_PresentationGrowth_Econ.pdf
“Thoughts on the future of Seattle: A vision of 2040 for Pugetopolis,”
Richard Morrill
New Geography (blog), 8/06/08
www.newgeography.com/content/00160-thoughts-future-
seattle-a-vision-2040-pugetopolis
“Washington’s State of Transportation: much accomplished, much
yet to do”
Washington State Department of Transportation (WSDOT), March 2012
www.wsdot.wa.gov/publications/fulltext/secretary/
StateOfTransportation.pdf
AWC Trends Report
“The American economy, unmired at last”
The Economist online, 3/17/12
www.economist.com/node/21550256
“Rethinking our cities in the rebuild era”
The Atlantic Cities (blog), 5/22/12
www.theatlanticcities.com/jobs-and-economy/2012/05/
rethinking-our-cities-rebuild-era/2048/
“Street bump app detects potholes, tells city officials,” John D. Sutter
What’s Next (CNN blog), 2/16/12
http://whatsnext.blogs.cnn.com/2012/02/16/street-bump-app-
detects-potholes-tells-city-officials/
32
Economy
“Thrive Washington – Setting priorities, marking progress”
A joint research series from the Washington Roundtable and Washington Research Council, November 2011
www.waroundtable.com/documents/ThriveAssessingProgressFinal.pdf
“The state of Washington’s economy: Perceptions of today and tomorrow”
Presentation sponsored by Gallatin Public Affairs and GS Strategy Group, 2012
http://gsquaredwins.com/GSquaredWABusiness.pdf
Governance
“Anticipatory democracy revisited,” Clement Bezold
Institute for Alternative Futures (IAF), 2006
www.altfutures.org/pubs/govt/Anticipatory_Democracy_Revisited.pdf
“Direct democracy: The initiative and referendum process in Washington”
League of Women Voters, Fall 2002
www.lwvwa.org/pdfs/studies/init-ref-study.pdf
AWC Trends Report
33
“Don’t campaign against the Supreme Court, Mr. President,”
William A. Galston
Brookings Institute - Governance Studies, 4/05/12
www.brookings.edu/newsletters/governancestudies/2012/0410b.aspx
“Regional planning done right,” Kaid Benfield
The Atlantic Cities (blog), 5/01/12
www.theatlanticcities.com/politics/2012/05/regional-planning-
done-right/1894/
“Public vs. private sector cuts: a state-by-state breakdown,” Mike Maciag
Governing online, 6/04/12
www.governing.com/blogs/by-the-numbers/public-private-
sector-cuts-during-recession-by-state.html
“Revitalizing struggling American cities,” Ben Hecht
Stanford Social Innovation Review, Fall 2011
www.ssireview.org/articles/entry/revitalizing_struggling_
american_cities/
“Representation and direct democracy in the United States,” Caroline J.
Tolbert and Daniel A. Smith
University of Florida, 2006
www.clas.ufl.edu/users/dasmith/T&SRepresentation.pdf
Triumph of the city, Edward Glaeser
New York; The Penguin Press, 2011
Wiki Government, Beth Simone Noveck
Washington D.C.; Brookings Institution Press, 2009
Leadership
“As newspapers shrink, public officials worry”
Governing online, 6/20/12
www.governing.com/blogs/view/col-as-newspapers-shrink-
public-officials-worry.html
Flash foresight: how to see the invisible and do the impossible : seven
radical principles that will transform your business, Daniel Burrus, John
David Mann
New York; Harper Business, 2011
“Healthy Cities: A model for community improvement,” Doug Clark
Public Management, November 1998
www.dkclark.com/publications/healthy-cities.pdf
“In U.S., local and state governments retain positive ratings,” Lydia Saad
Gallup online, 10/03/11
www.gallup.com/poll/149888/Local-State-Governments-
Retain-Positive-Ratings.aspx
“Man on the moon”
RSVP with Mathias Eichler, 6/21/11 (podcast)
http://einmaleins.tv/episode/man_on_the_moon
“Picturing it: The year 2020”
ICMA PM Magazine, Jan/Feb 2012
http://webapps.icma.org/pm/9401/public/cover.cfm?author=
&title=Picturing%20It%3A%20The%20Year%202020&subtitle
Partisanship
“Pew survey: Partisan polarization in US hits 25-year high,” Linda Feldmann
Christian Science Monitor online, 6/04/12
www.csmonitor.com/USA/Politics/2012/0604/Pew-survey-
Partisan-polarization-in-US-hits-25-year-high
Public safety
“2010 fire in Washington (Annual Report)”
The National Fire Incident Reporting System (NFIRS), 2010
www.wsp.wa.gov/fire/docs/nfirs/2010firpt.pdf
Quality-of-life services
“All-America city grade-level reading awards presented to 14
communities,” Michael Karpman
National League of Cities (NLC), Nations Cities Weekly, 7/03/12
www.nlc.org/news-center/nations-cities-weekly/articles/2012/
july/all-america-city-grade-level-reading-awards-presented-to-14-
communities
“How ‘small change’ leads to big change: Social capital and healthy places”
Project for Public Spaces (blog), 6/06/12
http://ht.ly/bs3wo
“What makes a successful place?”
Project for Public Spaces (blog), March 2012
www.pps.org/reference/grplacefeat/
“Recession recovery: Local governments must guide the way,”
Paul W. Taylor
Governing online, 4/12/12
www.governing.com/columns/dispatch/col-recession-recovery-
local-governments-must-guide-way.html
34
AWC Trends Report
AWC Trends Report
35
Technology
Appendix B - Survey Results
“Armed with data, fighting more than crime,” Tina Rosenberg
New York Times Opinionator (blog), 5/02/12
http://opinionator.blogs.nytimes.com/2012/05/02/armed-with-data-
fighting-more-than-crime/
“Building digital communities: A framework for action”
Joint project of the Institute of Museum and Library Services, the
University of Washington and the International City/County Management Association (ICMA), 3/01/12
www.imls.gov/assets/1/AssetManager/BuildingDigitalCommunities_
Framework.pdf
“The future of apps and web”
Pew Research Center’s Internet & American Life Project, 3/23/12
www.pewinternet.org/Reports/2012/Future-of-Apps-and-Web/
Overview.aspx?src=prc-headline
In May of 2012, city elected officials, managers/administrators, city clerks and key department heads
were invited to participate in a survey about trends affecting member cities now and into the future.
At least one person from 200 of 281 cities participated, representing 71% of member cities. Respondents were comprised of 33% executive (mayors, city managers/administrators and clerks); 25%
legislative (council); and 41% department heads. (Note that the answer count will not always match
the number of respondents because some questions allow for multiple answers.)
Which job title best describes your current, primary role at your city or town?
(447 Responses)
Option
“Government fleets’ costs driven down with technology tools,” Katherine
Barrett and Richard Greene
Governing online, 4/12/12
www.governing.com/columns/smart-mgmt/col-government-
fleets-costs-driven-down-with-technology-tools.html
Mayor
“Here’s why Google and Facebook might completely disappear in the next
5 years,” Eric Jackson
Forbes online, 4/30/12
www.forbes.com/sites/ericjackson/2012/04/30/heres-why-
google-and-facebook-might-completely-disappear-in-the-next-5-years/
City Councilmember
Count
Percent
41
9.2
109
24.4
City Administrator or Manager
44
9.8
City Clerk
58
13.0
Finance Director
51
11.4
Fire Chief
10
2.2
Human Resources Director
23
5.1
8
1.8
Parks & Recreation Director
17
3.8
Planning Director
36
8.1
Police Chief
22
4.9
Information Technology Manager
Public Works Director
Total:
28
6.3
447
100.0
How long have you been in your current position?
(449 Responses)
Option
Count
Percent
0 - 2 years
129
28.7
3 - 4 years
78
17.4
5 - 8 years
125
27.8
9 years or more
Total:
36
AWC Trends Report
117
26.1
449
100.0
AWC Trends Report
37
Which do you think are the 3 most significant changes or trends affecting your ability to
govern your city or town (for better or worse)?
(451 Responses)
Option
How would you characterize the impact of the following general demographic changes on
your community?
(380 Responses)
Count
Percent
48
10.6
Decreasing financial support from state/federal government
322
71.4
Public’s decreasing trust in government
129
28.6
79
17.5
Changing role of public sector unions
Health care changes
Increasing costs to replace aging infrastructure
Both positive and
negative
Mostly
negative
No impact
Aging of population
30
(7.89%)
269
(70.79%)
28
(7.37%)
51
(13.42%)
Growing cultural diversity
76
(20.00%)
169
(44.47%)
19
(5.00%)
111
(29.21%)
Growing language diversity
19
(5.00%)
150
(39.47%)
63
(16.58%)
142
(37.37%)
288
63.9
Increasing diversity of community
32
7.1
More emphasis on emergency preparedness
14
3.1
Growing income diversity
24
(6.32%)
160
(42.11%)
125
(32.89%)
65
(17.11%)
More centralized / regional service delivery
21
4.7
Retirement of Baby Boom generation
15
3.3
Greater variation in families / home
environments
20
(5.26%)
192
(50.53%)
64
(16.84%)
97
(25.53%)
Increasing costs of road-based transportation
67
14.9
51
(13.42%)
171
(45.00%)
20
(5.26%)
129
(33.95%)
Increasing expectations of technology-savvy residents
36
8.0
Greater variation in work schedules
/ environments
149
33.0
Shifting balance between urban /
rural / suburban
40
(10.53%)
173
(45.53%)
(8.95%)
128
(33.68%)
66
14.6
Managing in a more difficult regulatory environment
Growing complexity of data collection / maintenance
Other?
Total:
68
15.1
1334
100.0
For the following community conditions, please indicate if they present a major problem,
moderate problem or minor/no problem in your community.
(382 Responses)
Major problem Moderate problem
Availability of local employment opportunities
Minor / No problem
158
(41.36%)
180
(47.12%)
42
(10.99%)
50
(13.09%)
193
(50.52%)
135
(35.34%)
178
(46.60%)
151
(39.53%)
50
(13.09%)
Adequacy of recreation facilities / opportunities
46
(12.04%)
141
(36.91%)
190
(49.74%)
Adequacy of cultural facilities / opportunities
46
(12.04%)
165
(43.19%)
166
(43.46%)
Access to high-speed internet
24
(6.28%)
77
(20.16%)
278
(72.77%)
Access to social services
31
(8.12%)
174
(45.55%)
172
(45.03%)
K-12 education
28
(7.33%)
103
(26.96%)
250
(65.45%)
Crime
21
(5.50%)
205
(53.66%)
152
(39.79%)
Traffic
47
(12.30%)
143
(37.43%)
188
(49.21%)
Homelessness
16
(4.19%)
125
(32.72%)
239
(62.57%)
Environmental quality
12
(3.14%)
114
(29.84%)
255
(66.75%)
141
(36.91%)
206
(53.93%)
33
(8.64%)
Availability of low income and affordable housing
Vitality of downtown / main street / retail
corridors
Condition of infrastructure
38
Mostly
positive
AWC Trends Report
34
How would you describe the impact each of the following has on your ability to
deliver services?
(379 Responses)
Positive
Available technology
238 (62.80%)
No impact
Negative
87
(22.96%)
48
(12.66%)
Economic conditions in your area
53
(13.98%)
46
(12.14%)
275
(72.56%)
Flexibility with existing funds
61
(16.09%)
79
(20.84%)
234
(61.74%)
New legislation / regulations
12
(3.17%)
57
(15.04%)
303
(79.95%)
Partnership with another jurisdiction
229
(60.42%)
118
(31.13%)
27
(7.12%)
Partnership with private entity
151
(39.84%)
199 (52.51%)
21
(5.54%)
Regional resources
152
(40.11%)
154 (40.63%)
64
(16.89%)
Level of staff expertise
267
(70.45%)
74
(19.53%)
35
(9.23%)
Technical assistance for small cities
152
(40.11%)
174
(45.91%)
48
(12.66%)
AWC Trends Report
39
How do you think these traditional city services will be delivered in your community a decade
from now?
(378 Responses)
With another
jurisdiction
By another
jurisdiction
By city but in
different way
By private
entity
No longer
provided
For the following services, please identify the 3 that received the greatest budget
cuts (proportionately) over the last decade.
(359 Responses)
Option
Unchanged
NA
39
(10.32%)
10
(2.65%)
178
(47.09%)
6
(1.59%)
2
(0.53%)
133
Business
recruitment
/ Retention
43
(11.38%)
16
(4.23%)
107
(28.31%)
74
(19.58%)
6
(1.59%)
87
Recreation/
Youth/
Senior
services
45
(11.90%)
26
(6.88%)
98 (25.93%)
55
(14.55%)
12
(3.17%)
111
(29.37%)
26
(6.88%)
Information
technology
42
(11.11%)
15
(3.97%)
118 (31.22%)
74
(19.58%)
1
(0.26%)
98
(25.93%)
20
(5.29%)
Library
39
(10.32%)
98
(25.93%)
13
(3.44%)
7
(1.85%)
135
(35.71%)
54
(14.29%)
Human/
Social
services
51
Police
60
(13.49%)
(15.87%)
102
55
(26.98%)
(14.55%)
23
(7.94%)
(6.08%)
85 (22.49%)
32
1
(8.47%)
(0.26%)
10
2
(2.65%)
(0.53%)
Percent
139
38.7
51
14.2
Planning / permitting
Business recruitment / Retention
Planning/
Permitting
30
Count
102
164
(35.19%)
7
(1.85%)
(23.02%) 41
(10.85%)
(26.98%)
(43.39%)
50
9
(13.23%)
(2.38%)
Jail
72
(19.05%)
137
(36.24%)
21
(5.56%)
2
(0.53%)
5
(1.32%)
93
(24.60%)
46
(12.17%)
Courts
83
(21.96%)
112
(29.63%)
43
(11.38%)
1
(0.26%)
4
(1.06%)
104
(27.51%)
29
(7.67%)
EMS
84
(22.22%)
92
(24.34%)
41
(10.85%)
21
(5.56%)
3
(0.79%)
108
(28.57%)
27
(7.14%)
Fire
83
(21.96%)
94
(24.87%)
49
(12.96%)
3
(0.79%)
2
(0.53%)
122
(32.28%)
22
(5.82%)
Streets
20
(5.29%)
1
(0.26%) 152
(40.21%)
2
(0.53%)
3
(0.79%)
193
(51.06%)
5
(1.32%)
Sewer
14
(3.70%)
26
(6.88%)
84
(22.22%)
2
(0.53%)
2
(0.53%)
224
(59.26%)
22
(5.82%)
Water
12
(3.17%)
23
(6.08%)
85
(22.49%)
3
(0.79%)
1
(0.26%)
235
(62.17%)
13
(3.44%)
Stormwater
17
(4.50%)
3
(0.79%) 121
(32.01%)
2
(0.53%)
3
(0.79%)
200
(52.91%)
27
(7.14%)
Parks
39
(10.32%)
13
(3.44%)
118
(31.22%)
7
(1.85%)
6 (1.59%)
178
(47.09%)
11
(2.91%)
Solid waste
/ Recycling
33
(8.73%)
42
(11.11%)
37
(9.79%)
107 (28.31%)
2 (0.53%)
117
(30.95%)
33
(8.73%)
General
administration
4
Recreation / Youth / Senior services
105
29.2
Information technology
19
5.3
Library
31
8.6
Human / Social services
40
11.1
Police
88
24.5
Jail
6
1.7
14
3.9
EMS
6
1.7
Fire
35
9.7
Streets
154
42.9
Sewer
15
4.2
Water
18
5.0
Courts
Stormwater
Parks
9
2.5
General administration
171
47.6
1046
100.0
Please indicate how each relationship has changed in your community over the last decade.
(373 Responses)
Improved
40
AWC Trends Report
(0.00%)
166
(43.92%)
0
(0.00%)
1 (0.26%)
192
(50.79%)
8
(2.12%)
No change
Worsened
NA
Residents’ level of trust in elected officials
124
(33.24%) 110
(29.49%)
135
(36.19%)
3
(0.80%)
Residents’ level of trust in city staff
132
(35.39%)
140
(37.53%)
95
(25.47%)
1
(0.27%)
Council’s relationship with city staff
188
(50.40%)
129
(34.58%)
49
(13.14%)
2
(0.54%)
81
(21.72%)
133
(35.66%)
74 (19.84%)
City’s relationship with community groups
182
(48.79%)
158
(42.36%)
24
(6.43%)
8
(2.14%)
City’s relationship with local media
146
(39.14%)
183
(49.06%)
21
(5.63%)
20
(5.36%)
City’s relationship with business community
174
(46.65%)
158
(42.36%)
27
(7.24%)
12
(3.22%)
City’s relationship with neighboring cities
208
(55.76%)
136
(36.46%)
21
(5.63%)
6
(1.61%)
City’s relationship with county
145
(38.87%)
161
(43.16%)
65 (17.43%)
1
(0.27%)
City’s relationship with special purpose
districts
102
(27.35%)
192
(51.47%)
25
(6.70%)
City’s relationship with state agencies
113
(30.29%)
193
(51.74%)
62
(16.62%)
4
(1.07%)
City’s relationship with state legislators
160
(42.90%)
176
(47.18%)
24
(6.43%)
8
(2.14%)
Management’s relationship with union groups
0
1.7
38.7
Solid waste / Recycling
Total:
(1.06%)
6
139
78 (20.91%)
53 (14.21%)
AWC Trends Report
41
For each pair of phrases below, select the one that best describes
your city council’s contact with residents.
(364 Responses)
Which describes your jurisdiction’s preparedness to meet the following challenges or
opportunities?
(370 Responses)
(1)
Very
prepared
Somewhat
prepared
Changes to pension programs
21
(5.68%)
209
(56.49%)
91
(24.59%)
43
(11.62%)
Compliance with environmental
regulations
79 (21.35%)
245
(66.22%)
37
(10.00%)
3
(0.81%)
Economic development opportunities
75 (20.27%)
221
(59.73%)
64
(17.30%)
8
(2.16%)
Health care changes
14
(3.78%)
220
(59.46%)
106
(28.65%)
27
(7.30%)
Housing - Affordable
37 (10.00%)
183
(49.46%)
90
(24.32%)
57
(15.41%)
Housing - Senior/Assisted
33
(8.92%)
151
(40.81%)
114
(30.81%)
71
(19.19%)
More ethnically diverse population
31
(8.38%)
212
(57.30%)
89
(24.05%)
37
(10.00%)
Natural disasters and other emergencies
86 (23.24%)
246
(66.49%)
32
(8.65%)
3
(0.81%)
Participation in social media
46 (12.43%)
156
(42.16%)
150
(40.54%)
15
(4.05%)
Programs for youth
59 (15.95%)
173
(46.76%)
104
(28.11%)
33
(8.92%)
152 (41.08%)
184
(49.73%)
31
(8.38%)
2
(0.54%)
(2)
Systematic and ongoing (1) OR Sporadic and driven by conflict (2)
224
(61.54%)
137
(37.64%)
Proactive (1) OR Reactive (2)
195
(53.57%)
165
(45.33%)
Broadly representative (1) OR Dominated by organized interests (2)
222
(60.99%)
138
(37.91%)
Two-way conversations (1) OR Competing monologues (2)
270
(74.18%)
87
(23.90%)
Constructive and valuable (1) OR Confrontational (2)
283
(77.75%)
77
(21.15%)
How do you think city council meetings might look in your community in 20 years?
(371 Responses)
Option
Count
Percent
154
41.5
Face-to-face meetings on alternative schedule
24
6.5
Virtual meetings
19
5.1
174
46.9
371
100.0
Same as today: face-to-face meetings on weekday evenings
Hybrid of face-to-face and virtual meetings
Total:
Which best describes your city’s use of technology to deliver services (e.g. online permitting,
online bill-pay, cablecasting city meetings)
(367 Responses)
Option
Count
Percent
We are effective in our use of technology to deliver services that residents demand
155
42.2
We can’t keep up with rapidly evolving technologies
121
33.0
91
24.8
367
100.0
We rarely use technology to deliver services for our residents
Total:
Response to public records requests
Unprepared
NA
Services for growing senior population
32
(8.65%)
197
(53.24%)
115
(31.08%)
26
(7.03%)
Staff turnover
40 (10.81%)
225
(60.81%)
91
(24.59%)
12
(3.24%)
Threats to online security (cyberattacks)
57 (15.41%)
200
(54.05%)
94
(25.41%)
15
(4.05%)
Volunteer recruitment
(incl. fire fighters)
72 (19.46%)
200
(54.05%)
62
(16.76%)
35
(9.46%)
Which best describes your city’s use of social media and other technologies for
communication (e.g. Facebook, Twitter, listservs, city website)
(368 Responses)
Option
We are effective in our use of technology to communicate with residents
Percent
120
32.6
We can’t keep up with rapidly evolving communication technologies
124
33.7
We rarely use technology to meet our residents’ communication needs
124
33.7
368
100.0
Total:
42
Count
AWC Trends Report
AWC Trends Report
43
How would you describe your city’s outlook about the following general conditions or trends
in city leadership and representation?
(367 Responses)
Mostly optimistic
How would you describe your city’s outlook about the following general conditions or trends
in personnel, technology and city operations?
(364 Responses)
Mostly optimistic
Mostly pessimistic
Personnel / Technology / Operations
Leadership / Representation
Changing patterns of civic involvement
285
(77.66%)
79
(21.53%)
Changes to pension programs
137
(37.64%)
218
(59.89%)
Changing role of city
292
(79.56%)
69
(18.80%)
Changing demographics of workforce
256
(70.33%)
100
(27.47%)
City Council relations
310
(84.47%)
53
(14.44%)
Data collection / maintenance
258
(70.88%)
98
(26.92%)
Leadership development / Recruitment
254
(69.21%)
111
(30.25%)
Health care changes
101
(27.75%)
254
(69.78%)
Public / Private partnerships
279
(76.02%)
83
(22.62%)
Labor relations
206
(56.59%)
149
(40.93%)
Residents’ understanding of government
149
(40.60%)
215
(58.58%)
Online security
235
(64.56%)
121
(33.24%)
Transparency / Open government
314
(85.56%)
52
(14.17%)
Public records requests
213
(58.52%)
146
(40.11%)
Visionary leadership
249
(67.85%)
113
(30.79%)
Staff recruitment
282
(77.47%)
76
(20.88%)
Use of social media
184
(50.55%)
174
(47.80%)
Use of technology
288
(79.12%)
74
(20.33%)
How would you describe your city’s outlook about the following general conditions or trends
in city finance and service delivery?
(366 Responses)
Mostly optimistic
Mostly pessimistic
Finance / Service delivery
How would you describe your city’s outlook about the following general conditions or trends
in infrastructure and development?
(366 Responses)
Consolidation of services
261
(71.31%)
97
(26.50%)
Demand for services
209
(57.10%)
150
(40.98%)
Economy - local
202
(55.19%)
161
(43.99%)
Affordable housing
203
(55.46%)
157
(42.90%)
Economy - state
101
(27.60%)
263
(71.86%)
Aging infrastructure
107
(29.23%)
254
(69.40%)
Economy - national
100
(27.32%)
262
(71.58%)
Economic development opportunities
209
(57.10%)
154
(42.08%)
Initiatives process
86
(23.50%)
268
(73.22%)
Funding for infrastructure projects
99
(27.05%)
264
(72.13%)
Revenue options (local)
80
(21.86%)
282
(77.05%)
Accomodating growth while maintaining livability
248
(67.76%)
115
(31.42%)
135
(36.89%)
223
(60.93%)
Preservation of open space
296
(80.87%)
66
(18.03%)
Stormwater regulations
156
(42.62%)
201
(54.92%)
Water supply management
300
(81.97%)
56
(15.30%)
Mostly optimistic
Unemployment
44
Mostly pessimistic
AWC Trends Report
Mostly pessimistic
Infrastructure / Development
AWC Trends Report
45
How would you describe your city’s outlook about the following general conditions or trends
in public safety and the social fabric of your community?
(367 Responses)
Mostly optimistic
Mostly pessimistic
Public safety / Social fabric
46
Crime
288
(78.47%)
78
(21.25%)
Emergency preparedness
313
(85.29%)
51
(13.90%)
K-12 education - quality / availability
309
(84.20%)
56
(15.26%)
Libraries - quality / availability
310
(84.47%)
53
(14.44%)
Parks - quality / availability
318
(86.65%)
47
(12.81%)
Programs for youth
217
(59.13%)
144
(39.24%)
Services for seniors (including housing, transportation)
213
(58.04%)
150
(40.87%)
Volunteer recruitment (incl. firefighters)
230
(62.67%)
128
(34.88%)
AWC Trends Report
AWC Trends Report
47
Association of Washington Cities Inc.
1076 Franklin St SE
Olympia, WA 98501-1346
360.753.4137
800.562.8981 Toll Free
360.753.0149 Fax
awcnet.org
48
Copyright ® 2012, 2015 by Association of Washington, Inc. All rights reserved.
AWC Trends Report