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possible litigation in mind. Formal rules of quasi-judicial procedure should be formulated and <br />distributed well in advance of the hearings to the council and LID participants. In the final <br />assessment roll hearing, the city council acts as a board of equalization, to consider evidence <br />Presented by both staff and property owner as to the correctness of the assessment for each <br />parcel. The hearing must be fair, open, impartial and structured, <br />��len the Natives Are Restless <br />The Golden Rule <br />Often overlooked in the rush to get projects accomplished and LID processes completed is the <br />golden rule — "do unto others as you would have them do unto you." This may seem trite, but <br />many a public relations gaffe can be avoided if we, as project engineers, LID administrators, etc„ <br />seriously consider probable impacts of our projects and howwewOuld reactto a similar proposal <br />affecting our property. Honesty, openness and a caring attitude are justas important as technical <br />skills and knowledge. <br />In addition to the above we should remember that LID funded projects are "by the people and <br />for the people". The common attitude that city hail knows best will not promote or project the <br />desired positive communications with property owners which is absolutely necessary if the goal <br />is "to get to yes" at the formation hearing. <br />Every property owner must be told the probable outcome of any scenario discussed. If a <br />property owner has not been totally informed by staff and later feels they have been treated <br />unfairly, they will have numerous opportunities in the future to remember the time they were not <br />told the whole story. This can manifest itself as a backlash later at the Formation or Final Hearing <br />and may eventually end up as a major complaint to the elected. <br />Public Relations Plan <br />An LID financed project tests an agency's public relations sKills IiKe no other, for reasons <br />mentioned in the introduction. As each project is unique in its scope and impacts, a separate <br />public reistions plan for each project is needed. These plans will be more effective if drafted in <br />relation to overall city public relations policies, including those for media relations, conduct of <br />meetings, parliamentary procedure and customer service. Examples of each of these are readily <br />available. <br />Public relations plans for an individual project need not be elaborate, but should recognize its <br />unique scope and potential impacts. Use of individual meetings, open houses, formal or informal <br />meetings and hearings at specific times during the project development process must be <br />identified. Required hearings.or meetings should be "flagged," with notification requirements <br />identified. The plan should be detailed enough to include those steps necessary for review and <br />approval by other city or local agencies as well as the mayor and council, Appendix B contains <br />a sample matrix for citizen participation in an EIS process, which can be adapted for use for other <br />project phases, including LID processes. <br />A public relations plan is a blueprint for communication. Public officials must have a sincere <br />desire to communicate with property owners and the general public. Anticipation of concerns <br />about, and objections to, a project is not enough — the agency must hear those concerns and <br />objections directly expressed by property owners. The public responds better to accurate <br />Local and Road Improvement Oistricts Manual for Washington State ,Sixth Edition 5 <br />