Will SeaTac voters choose a different form of government?

Will the Mt. Rainier Pool be saved?

Who will win Burien's "Battle of the Deputy Mayors?"

A lot of big questions will be answered in Highline communities after the votes are counted from the Nov. 3 general election.

The Times/News sent a short questionnaire to candidates in contested council races in the cities of Burien, Des Moines and SeaTac.

The Times/News also asked for statements from proponents and opponents of propositions in Des Moines, Normandy Park and SeaTac.

A front-page article in the Oct. 23 print edition outlined the arguments for and against Burien's Proposition 1, which would add a $25 license tab fee to fund two projects. The article is also online at www.highlinetimes.com.

Questionnaire responses and proposition statements appear below.

All council candidates on the ballot are listed. However, due to space and staff limitations only those with opponents were asked to respond to questions.

* denotes incumbent

Burien City Council

1. What are your qualifications for the office you are seeking and why should the voters select you over your opponent?

2. The weak economy has stalled Burien economic initiatives such as the Town Square. How will you help guide Burien through this economic downturn?

Position 1
Sue Blazak*

1. For four years I have advocated for the needs of Burien residents. I have supported several projects including the new City Hall/public meeting space. I have served on regional committees, ensuring our city's needs are addressed in the four-county planning process, particularly regarding transportation. I have, and will continue to, push for improved mass transit, including increased commuter bus service, future light rail to Burien, and completion of a Transit-Oriented Development. I have built partnerships with other jurisdictions so our city can do more with less. I have fostered relationships to establish Burien as a "Wellness" cluster, providing an educational pipeline to family-wage jobs for our residents. I have a master's degree in Public Administration and a Bachelor's degree in Social Welfare. I work for the Highline School District; previously I've worked for King County and at social service agencies.

2. These are challenging times. As a councilmember and deputy mayor, I will continue to champion fiscal responsibility while keeping public safety my top priority. I have supported measures to reduce city expenditures, including capping salaries, leaving vacant positions unfilled, and reducing department expenditures. I will continue to support the vitality of current businesses and encourage new ventures by promoting Burien as a great place to work, shop, and play. While there is slowed progress of Town Square, the council is being pro-active -- looking at changes to the current plans such as re-visiting the possibility of a multi-screened cinema in Town Square. The council is also keeping other economic initiatives moving forward, including planning for redevelopment of the Northeast Redevelopment Area, identifying Burien as a Wellness Cluster, and keeping the Transit Oriented Development on track. Burien has laid a solid foundation, which I believe will put our city in a strong position to benefit as the economy recovers.

Jack Block Jr.

1: I believe the best measure of future success is past success.

Partial list of accomplishments during my 2003-2007 council term:

Made Burien's government more accessible by televising work sessions;

Opened four new parks, two in low-income areas;

Restored 1/2-mile Seahurst Park shoreline;

Secured $50,000 in pre-kindergarten preparedness

Brought my experience and contacts as an officer in ILWU and Teamsters to negotiations, government relations, and outreach.

Served as transportation coordinator for Burien's Katrina efforts, overcoming logistical challenges to deliver supplies to the San Antonio Katrina evacuation facility.

I will meet Burien's challenges: rebuild downtown; build a multi-service center with safe pedestrian and transit access; increase noise insulation efforts; obtain Port and Federal funding offsetting the 3rd Runway's social and economic impacts; remove zoning restrictions that created disincentives to rebuilding our older apartment buildings, causing slum-like conditions; and shift Police services to crime prevention.

2. Burien has too many empty storefronts; economic development efforts must be refocused. We must shift Burien's economic development efforts to attract and retain small businesses, the lifeblood of a healthy community, by showcasing Burien's competitive advantages: low rent and an ample, educated workforce. Filling empty storefronts helps all business prosper and also meets Burien's sustainability goals -- Burien residents shop in Burien rather than Southcenter.

We need to restore confidence in Burien's ability to complete large projects. Burien's current leaders have mismanaged stalled projects such as 1st Avenue and Town Square; I will finish them. With the recession, Town Square is a special challenge. Burien could establish a housing authority, leveraging lower interest rates and ability to attract HUD funding to complete the project and increase downtown parking. Burien could then sell completed condominiums at both market and senior rates, attracting downtown residents and boosting the business district.

Position 3
Joan McGilton*
Unopposed

Position 5
Rose Clark*
Unopposed

Position 7
Brian Bennett
Unopposed

Des Moines Proposition 1-Formation and Funding of Des Moines (Mt. Rainier) Pool Metropolitan Pool District

For

After sitting through endless candidate forums and hearing about our budget woes and what's wrong with Des Moines, it's about time we support one of the things we do right: Mount Rainier Pool.

For 34 years, the pool has quietly taught tens of thousands of our youngsters to swim, lengthened the mobility and lives of our senior citizens, helped keep kids off the street, and provided safe, supervised, family-orientated recreation.

We've produced thousands of athletes though high school and club swim programs. Many of them have gone on to represent our country at collegiate, national and international levels. Ariana Kukors, who just shattered the 200m IM record at the world championships in Rome, hails from our pool. Scott Rice, who helped lead the Rams to three state swimming titles, recently captured the Big Ten title in the 200 fly.

There are numerous examples of recent military recruits such as U.S. Marines Christopher Sharpe and Christopher Burrage who attribute their success to physical fitness and leadership skills learned at the pool.

Among the seniors who rely on the low-impact water aerobics programs to maintain their agility and longevity, there is no finer example than our own 105-year-old Faith Callahan.

Times are tough, but parents have always strived to leave things better for their children than their parents handed them. That is why King County voters established the county pool system in 1968. But that legacy, our sacred quest, is threatened due to budget cutbacks.
The facts are stark: Without passage of Des Moines Prop. 1 - supported by a levy that will cost the average homeowner only about $1 a week - Mount Rainier Pool will close forever on Dec. 31. And that will be another giant thing critics say is wrong with Des Moines.

Don't allow it: Vote YES! on Prop 1.-- Gene Achziger

Against
The Times/News has been unable to locate anyone to publicly provide a statement against the proposition.

Des Moines Council

1. What are your qualifications for the office you are seeking and why should the voters select you over your opponent?

2. What will be your budget priorities as Des Moines struggles during the current recession?

Position 1
Anne Farmer

1. My background is in sales, marketing, and business development. I also have a Master Degree in Business Administration. In the past I worked as a Director of Corporate Development where I was responsible for making failing businesses either profitable or marketable to be sold to large corporations. Currently, I work in a sales capacity for a large pharmaceutical company. This translates well to running a city because I am highly accustomed to dealing with government regulations. I also have major responsibility for generating revenue and managing a budget for which I must account for every penny spent. These skills are essential for handling Des Moines' current budgeting crisis

Prior public experience means nothing in this election. The only way Des Moines can move forward and grow is by electing business minded people. This means someone who is willing to lead the city to run itself as a business rather than a charity.

2. The major issue here is that the city is losing tax revenue everyday. Residents are unwilling to give up essentials and they shouldn't have to. My priority is find short-term income opportunities so that we don't have to give up parks, recreation, or police. In fact police is the last possible place I would take money from. As more businesses leave town, there are more empty buildings and parking lots to attract criminal activity. Our community needs to feel safe above all. Secondly, I would like to build a strategic marketing plan to make Des Moines business friendly and attractive to developers. This means easing up on permitting and zoning rules so that it is easy for businesses to move here. Des Moines is not suffering from the recession. The current budgetary crisis has been a long time in the making and is a result of poorly managed government.

Matt Pina

1. The qualifications that separate me from my opponent are:

Vision: I've been part of this community for 42 years. I understand what the community has known and once again would like to see. They favor redevelopment, but there are values they want to see preserved.

Experience: I bring a breadth of professional business experience, specifically in the areas of finance, technology and business project/process management.
I've had the opportunity to serve this community as an elected representative before. Together we enjoyed many successes (new schools, lower bond interest, and inclusive processes that benefited the families in the community). In my eight years on the school board I learned a great deal about government financing, budgets and how government works. I also developed strong relationships with elected representatives throughout the region. This is significant because in difficult times, partnerships may be the only way to address some issues. Success doesn't happen without clear vision, community inclusion, a solid plan, a system of accountability and a "Win/Win" strategy.

Commitment and Passion: I enter into this race with my eyes wide open. I am clear about the type of personal commitment and sacrifice it will take to be successful. I am committed to serving with that understanding and passionate about helping Des Moines realize its bright future.

2. My budget priorities will be as follows: Public Safety, Transportation and Community Valued Services.
The budget process must be open and inclusive, encouraging public dialogue and involvement.

Position 3
Melissa Ponder

1. My family and I have lived in Des Moines for over 18 years and are affected by decisions the council just as everyone else is who lives in Des Moines. The divisiveness on the current city council is a clear example of my opponent's failure to listen, work collaboratively with, and respect other decision makers on the City Council team. An example of my ability to listen, work collaboratively, and work towards solutions is demonstrated by the fact that I was nominated by and elected by fellow commissioners on the King County Civil Rights Commission to serve as chairperson for two terms. These skills are going to be required in these tough economic times in order to find broadly supported solutions to the city's problems.

As Program Coordinator of the REACH Diabetes Program at International Community Health Services, I was responsible for supervision of the $130,000 budget, as well as for the community-based research data collection, evaluation, and reporting involved with the project. I am a quick learner, hard worker, and strongly believe that community as a whole can make a great impact. I genuinely believe the City Council should be representative of and accountable to the people of Des Moines.

2. We need to improve our financial situation in order to be able to provide services citizens say they want. Immediate budget priorities include working toward and beyond a balanced budget. This could mean increased fees for services, reducing services where appropriate, holding the line on salaries (preferable to laying people off), and looking for shared cost opportunities with neighboring jurisdictions. In the short term, we need to work toward a sustainable budget with increased revenues that are not burdened with increased costs. This means developing the Des Moines Creek Business Park area which is appears to be the best opportunity for revenues for our community, and an effort upon which all council members and candidates actually seem to agree. In the long term, we need to plan for increased population, which will occur up on Pacific Ridge, but not at a cost to the city, as this will increase demand for city services.

Carmen L. Scott*

1. My commitment to the people of Des Moines spans 30 years. Ten years as a planning commissioner, then as a councilmember.
(1988-91), Service in community organizations and charities as board member, committee member, fund-raiser and volunteer, returning to the council in 2006.

My knowledge, integrity, analytical nature, common sense and effectiveness are well-known and widely respected.
Between 1990 and 2005, there were years when the council majority was held by people who were manipulative, angry, inexperienced, misguided, and destructive.

Your current council came in 2006, determined to clean up those years of problems mistrust and dysfunction. Regardless of how you vote, there will be two new younger people on the council next year. It is always important to select representatives who will add some degree of RELEVANT knowledge and experience.

2. My budget priorities are focused on both finding and creating revenue enhancements, stimulating business development, reducing expenditures, eliminating roadblocks that hinder healthy growth, and continuing to listen to those in the community who have hands-on experience with issues that need to be acknowledged and addressed.

Position 5
Melissa Musser
Unopposed

Position 7
Dave Kaplan-Position 5 incumbent

1. As a two-term city council member, executive director of a business association, and as an active member of our community I have demonstrated that I have the knowledge, experience and drive to serve another four years on the Des Moines City Council. In 2005 I promised that I would work hard on behalf of our residents, apply common sense in decision-making, and make decisions with integrity. I've lived up to that commitment. Voters should also choose me because, unlike my opponent, I have provided leadership on a number of important issues facing the city, including prioritizing public safety, advocating for badly needed road and bridge repairs, pushing for sustainable budgets, and working to expand our business tax base, so that the burden doesn't fall so heavily on residents and property owners.

Voters don't have to trust my word. They can see for themselves by watching any random city council meeting over the past four years at the City of Des Moines website at http://66.175.4.144/city_gov/city_council/videos/videos.html. Voters can compare me with my opponent and decide who provides leadership, and who doesn't.

2. The number one priority of any city is and should be public safety. After that, my budgeting priorities are transportation, compliance with state requirements, and then those services that make Des Moines an attractive and great place to live -- parks & recreation, senior services, the arts, and human services. We need to start a budget from scratch and prioritize all of our spending. The City of Des Moines has never done that, instead adjusting the budget from year to year ... constantly living off of one-time monies. That is not sustainable in the long run. My commitment is to evaluate all of the services we provide, and how we provide them, so that it is sustainable into the future.

Susan White*

1. I have been on the Des Moines City Council and am seeking re-election for a third term. I have produced positive results for the city getting our Beach Park on the National Register and securing funding from our state and federal Representatives to rehabilitate the historical buildings. I have supported our senior community by serving as council liaison for the Sr. Services Advisory Committee, Des Moines Arts Commission and two years on the Board of Directors for Suburban Cities Association. I am a strong advocate for a business friendly Des Moines, supporting families, affordable housing and a walkable, livable downtown.

2. Serving as the chairperson for South King County Economic Development Initiative (SKCEDI) we are working with Burien, Tukwila, Normandy Park, The Port of Seattle and SeaTac to bring business and jobs to South King County. Bringing businesses into our cities is paramount as we begin to recover from the recession. We have to engage our community to work together through these tough times, volunteer opportunities, reaching out to the community and perhaps combining some services with other cities.

Normandy Park Proposition 1-Metropolitan Park District

For

Normandy Park Proposition One is on the ballot this November 3rd. We are asking voters to approve forming the Normandy Park Metropolitan Parks District. The City is facing dire budget challenges that threaten significant reductions in city services across the board. If approved, Proposition One will create a dedicated source of revenue to fund the city's parks and recreation budget, now and in the future. We are asking you to vote for Proposition One to keep our parks open and maintained.

Proposition One is about keeping our existing parks and recreation programs available and safe for your use. Proposition One is not about expansion of our parks and recreation system.

The city is at a crucial juncture; for eight years initiatives such as the car tab and property tax limits have constrained city budgets, while costs continued to grow. In Normandy Park, the city revenue stream has been shrinking (almost $400,000 has been cut in 2009 alone); the city has tightened its belt and shaved expenditures to the bone. One park, Walker Preserve, has been closed this year due to lack of funds to repair a bridge, buildings are deteriorating, and trees around the city are being killed by overwhelming ivy. It is "crunch time" as another $500,000 predicted shortfall is expected in 2010.

Under the current proposal, the average household would pay about $225 per year (about 62 cents a day) into a dedicated fund exclusively for parks and recreation to include continued funding for senior programs and Mt. Rainier pool.

Proposition One will keep existing parks open and maintained and continue funding existing programs.

Proposition One helps turn the tide on many years of deferred maintenance and deteriorating infrastructure within our park system
Please visit our website at www.PeopleForParks.info and vote yes for Proposition One. -- Committee For Proposition 1, People for Parks-Prop 1

Against

The first responsibility of a government should be to be honest with its citizens - it's the only way our election process can work for us.

Unfortunately, governments frequently step over that line in an effort to take advantage of the system, and that is what has happened here.

Little of the reasons given for this proposition are true. It's more like half-truths intended to mislead voters. And in my mind, a half-truth, told with the intent to mislead is the same as a lie.

Two examples (since the "pro" statement in the voters pamphlet is virtually identical to the city's statement on their Web site, I am going to treat them as the same):

Everyone who reads the "pro" statement rightly believes the levy rate, if passed, is to be 45 cents per thousand dollars. But by law, that cannot be decided until after the district is approved. The city council legally could, and might, decide to dramatically increase the initial levy rate to the legal maximum after the election. There are no safeguards to prevent that. The truth is that the levy rate has not yet been set, and the levy rates quoted by the "pro" statements are meaningless, as well as misleading.

The $400,000 budget shortfall was created in the last budget process, not by the economic climate. The last budget greatly increased city spending on projects and personnel, despite repeated warnings about the plummeting economy. At the "projected" levy rate, the increase in revenue will be about $530,000 annually. Subtract the $400,000 shortfall and we have an annual increase of $130,000. Take a look at the list of projects and improvements in the "pro" statement and ask yourself how in the world we can do that with $130,000. Well, we can't. Of course.

The answer is that most of the new projects and the personnel with which to do them are the $400,000 shortfall. The $400,000 shortfall is being created by increased spending at city hall.

I believe in many of the projects listed on the "pro" side, and would love to see the city have a revenue cushion, using a local tax levy such as this. It's the best way. However, the raw truth is that even in today's precarious economic environment, our councilmembers and staff haven't yet decided to separate what we need to do for our city from what we would like to do.

The money generated by this levy has already been spent by a city government, which assumes we will approve this levy, and the additional taxes will provide us no security from the troubled economics of our times. Ask the city to come back with a better, more responsible plan - reject Proposition 1. -- John Rankin

SeaTac Proposition One-Change in Plan of Government (Elected Mayor)

For

A "Yes" vote on Prop #1 is for you and every other citizen in SeaTac who wants to select and elect a Mayor who will work for all of the people of SeaTac. Our current appointed ceremonial Mayor answers only to six City Council peers.

Under our current system, you have no voice in who serves as your Mayor. An elected Mayor must be responsive to the citizens or he/she loses their job. Not so with an appointed Mayor.

Others and I have already paid dearly for not having responsive representation under our current system. I nearly drowned in bureaucratic red tape for four years trying to stop the city from flooding my neighborhood with storm water drainage erroneously directed at our properties. Meanwhile, my home was being slowly destroyed.

I am but one case in a litany of examples. A citizens' group spent two years defending your right to cut and grow trees on our own properties. A right that was nearly taken away!

Yes on Proposition #1 is not for me but for all of us. My only regret is that I did not see the structural failure of this form of government sooner and that I did not react before it hurt more people. For that I apologize to the Citizens of SeaTac.

It is within our power and is our right to have a responsive and elected Mayor. A "Yes" vote for Proposition #1 is a vote for democracy at its core. We must have elected representation at the highest levels of government or our voice will never be heard and we will continue the status quo, raging at the bureaucrats and filling out forms the remainder of our lives!

Please vote YES on Proposition #1-- Earl Gipson

Against

The City of SeaTac is well run, professionally managed and has been for twenty years. Its finances are in order and its budget is balanced. SeaTac has never raised taxes on its citizens and we have sufficient reserves to cover us in this economic downturn. Not only is changing SeaTac's form of government (Proposition 1) unnecessary, it could be potentially detrimental and is irrelevant to the issues facing our city.
Radically changing the structure of government and bringing in a political mayor with special powers will not make city employees any better qualified nor will it ensure that money is more wisely spent. Our city will continue to operate whether Proposition 1 passes or fails. Changing the government according to Prop 1 will disrupt and delay the real progress we have experienced and waste additional dollars to reorganize.

Bringing in an elected mayor will require adding new city employees to staff the mayor's office and add to the city's expenses for hiring the mayor's advisors and consultants. Changing to a strong mayor government will bring in 'big boss' and 'beholden' politics. An Elected Mayor would have a narrow range of focus based on his or her personal views, financial contributors and big money interests like the pro Prop 1 campaign, which is almost entirely financed by one individual. Electing and training a new mayor every four years would bring instability and uncertainty to city planning and improvements.

SeaTac is a city of maximum diversity with 100 plus languages. We need maximum diversity of the democratic representation provided by a diverse and strong seven member City Council. We need the stability and continuity of government provided by our Council/Manager form of government.

Don't be misled by high-sounding goals and clever words. Prop 1 will bring mayor and council bickering like Seattle, slowing progress. It will cost citizens money and produce poor city employee moral. Prop 1 will not be good for SeaTac.
Vote NO on Prop 1. -- Tom Layden and Oren Hadaller

SeaTac City Council

1. What are your qualifications for the office you are seeking and why should the voters select you over your opponent?

2. Do you support Proposition 1, the Change of Government proposition, and why or why not?

Position 2
Rick Forschler

1. Through positions I've held in the SeaTac community I already have extensive experience, applicable to a position on the City Council. I'm currently the chair of the SeaTac Planning Commission and SeaTac Human Services Committee. I've lived in the area for 35 years and spent over 20 years serving the SeaTac community. I'm an elected commissioner of Valley View Sewer District, garnering 64 percent majority when elected, and I've been the board chair for five years. I'm also a certified commissioner through the Washington State Association of Sewer and Water Districts (WASWD) and chair of the WASWD Technology Committee. Other leadership positions include co-chair of the Highway 99 Action Committee, Boy Scouting, church leadership, and helping support local refugees who escaped the brutal Khmer Rouge during the mid 1980s. By contrast, my opponent's only experience in our community is holding various positions at the Angle Lake Manor Homeowners Association. He's only lived in SeaTac for about five years and never held any official SeaTac positions nor ever been elected to any office. He's a sociable guy, but the voters should select someone with demonstrated commitment to SeaTac.

2. I strongly support SeaTac Proposition 1. Nonresident city mangers make a career of managing bureaucracy. Increased spending, greater staff size, and adding regulations are stepping-stones to a better-paying job elsewhere. Elected mayors must live in the city, so career advancement elsewhere is not a factor. They have homes in our community, children in our school systems, and friends and family in our neighborhoods. Spending and regulation affects people they care about. Additionally, SeaTac needs checks and balances between the Legislative (City Council) and Executive (Mayor). The recent findings of the State Auditor regarding illegal activities while constructing the new fire station reveals inadequate checks and balances. This has needlessly cost us millions.

Jonathan Standridge

1. Endorsements by the City of SeaTac Firefighters IAFF Local 2919 are given out after careful consideration of a candidate's qualifications and intent. I am proud to accept the endorsement of the SeaTac Firefighters Union and of the sitting councilman in Position #2, Chris Wythe.

Working in the U.S. Navy, I saw incredible results working with people of different cultures when we came together for a common good. I can bring our diverse communities together to enhance our mutual understanding and security.

As a business process specialist I bring cutting edge business knowledge that will enhance communication and speed improvements to our city while keeping taxes low.

As a former teacher/director of a latchkey program, I understand the needs of our children and their families. I will work to enhance senior programs, form partnerships with the school district and support after school activities like the YMCA.

As a former neighborhood association president and candidate for office, I have heard three basic wishes from all our citizens: safe streets, walkable neighborhoods and a city that works with its residents. All of this is within our reach as long as we work together and not spend our time needlessly pointing fingers in trumped up blame games.

I have lived in the south end of SeaTac and on the northern border of our wonderful city. I have friends and acquaintances in both areas. I understand our city and I bring a balanced and fair view to government. I ask for your vote. Together we will move our city forward.

2. I am against Prop 1. Our city is not broken and we are one of the most fiscally sound cities in King County. There is no real need to waste our time with a re-organization of city government that will not solve a single problem.

Position 4
Michael T. Kovacs

1. I have been employed for 19 years in business management in the areas of outdoor sporting goods, aerospace, commercial products, and government. I have managed business improvement through the use of financial/process metrics measurement, structured problem solving, team building principles, and conducting complex quality system audits holding American Society of Quality (ASQ) Quality Auditor Certification. I currently hold another ASQ certification for Quality Manager of Organizational Excellence, which provides the experience to develop the City of SeaTac into a world class performing community. I have served for eight years as chair, secretary and re-certification chair with the American Society of Quality Seattle Section.

I have lived in SeaTac for 23 years. Yes, voters should make the choice to vote for change as our city is at a crossroads. We need to reign in out-of-control spending, law breaking employees, lack of honesty and integrity that is rampant with our current city council membership. I will bring what the community members need now and that is to change direction of the current council. We will listen to the community members needs so not to fall unheard and with no response. A vote for me will restore honesty, integrity, spending within our means, and hold accountable the law breaking employees of SeaTac City government. Yes, the community deserves better.

2. Yes, I support Proposition 1. Our city is 19 years old and it's time to grow up and give people the choice of an elected mayor, not some person living in Tacoma or elsewhere.

An elected mayor gives the citizens of SeaTac a voice, as they do not have this in the current form of government.

The current council will not disappear with an elected mayor and it will add the long overdue checks and balances to our city government.

Tony Anderson*

During my first term I have reached out to hundreds of SeaTac residents to ensure that I am representing their desires for our city.

I learned that people want:

To feel safe in their homes,

Positive learning opportunities/activities for our seniors and young people, and

Effective use of their tax dollars.

I am uniquely qualified to address each of these areas.

With 28 years in law enforcement, I am highly qualified to work with our public safety professionals. As chair of SeaTac's Public Safety & Justice Committee, I can effectively speak to citizens' concerns, from dogs to emergency preparedness.

Having a Doctorate in Education Leadership, being an instructor at CWU, and being a youth volunteer, I recognize that positive activities and learning opportunities are important to our seniors and youth, and contribute to our quality of life. I have always been a strong supporter of the YMCA project, the development of our Valley Ridge athletic facility, and the operations of our senior center.

I have the education (MBA) and training (develop/manage a $20M budget) to effectively address the challenges of a city budget. Despite the economy, our city maintains reserves significantly above the recommended level and is fiscally sound.

Based upon my qualifications, I feel I would be the best candidate for SeaTac City Council. I was the highest ranked candidate by the Municipal League, and have a variety of endorsements (Fire, Police, Labor). I have tried to run a positive campaign, focusing on the issues, rather than resorting to negativity and misrepresentation of my opponent. SeaTac has a bright and promising future, and I would like to be a part of it.

2. I feel seven elected officials, overseeing a professional city manager is more effective and accountable than an elected mayor running the operations of a city. The current form of government is working well, and I do not support Proposition 1.

Position 6
Pam Fernald

1. I am King County born and raised and have deep roots in this community. I grew up in Riverton and now live in Riverton Heights. My parents still live in my childhood home in Tukwila. I graduated from Foster High School and worked at the Boeing Company for 38 years. During the time I worked and raised my family, I don't remember ever attending a city council meeting--too busy with real life.
Since retirement, I've co founded Neighbors Without Borders Action Committee, attended the Citizen Police Academy, become involved with Block Watch and Night Out Against Crime and have learned about things from neighbors and other citizens that aren't right in our city and need to be addressed.

Allow me to be your voice on the council while you now work, and raise your family, or go about retirement. I ask for your vote for Position 6. Thank you.

2. After being governed by five professionally hired city managers in 19 years, it is time for SeaTac taxpayers to elect who you want to lead your city. Terry Anderson has likened an elected mayor to a dictator...Do you agree with that?
There is nothing un-American about an elected mayor. We elect a president-we don't hire one. The city council will not 'go away' as Prop 1 opponents have hawked. Prop 1 means that an elected Mayor and the City Council will work together instead of the council making all decisions on their own as they do today. This provides much needed checks and balances and a separation of powers in our SeaTac government-- I see this as a huge plus!

An elected mayor will cost the taxpayers less, yet will offer strong leadership and representation of SeaTac in regional matters which translates to a stronger bang for your SeaTac buck!

Barry Ladenburg*

1. As a current SeaTac councilmember I have learned a lot about what the job involves. I have found that my twenty years working for King County gives me experience with the inner workings of a government agency that my opponent does not have. This experience allows me to be effective as a councilmember assigned to the Public Safety and Justice Committee, and to understand the partnerships that SeaTac has with King County such as Police and Animal Control services.

One of the things that separates me from my opponent is that I am approachable and available. I am happy to listen and discuss any issue a citizen has. I have been to several forums in which all the candidates were invited and my opponent did not show up. Speaking publicly and being able to answer questions are important skills to have as a SeaTac councilmember.

2. I do not support Prop 1. SeaTac has already voted this down twice. Enough! The current system of council/manager has worked well for almost twenty years. Some concerns I have are that an elected mayor could be influenced by big money business developers who do not live in SeaTac.

A weak, underperforming elected mayor could only be removed by a costly recall election unlike a city manager who can be removed by a majority vote of the council at any time. An elected mayor would have the power to veto any council action, even a unanimous vote by seven elected councilmembers - the city manager cannot. An elected mayor could set policy without input from the city council - a city manger cannot. It should be noted that the mayor in our current system is an elected official. The effectiveness and transparency of the current council/manager form of government has served SeaTac well.