DOCSLIB.ORG

Small Public Drinking Water Systems Fulfilling Requirements from 2008 Session, Enrolled Substitute House Bill 2765

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Small Public Drinking Water Systems Fulfilling Requirements from 2008 Session, Enrolled Substitute House Bill 2765 Report to the Legislature Small Public Drinking Water Systems Fulfilling Requirements from 2008 Session, Enrolled Substitute House Bill 2765 July 2009 DOH 331-437 Report to the Legislature Small Public Drinking Water Systems Fulfilling Requirements from 2008 Session, Enrolled Substitute House Bill 2765 July 2009 For more information or additional copies of this report contact: Constituent Services Section Office of Drinking Water Department of Health P. O. Box 47822 Olympia, WA 98504-7822 Phone: 360-236-3164 or 1-800-521-0323 FAX: 360-236-2252 Mary C. Selecky Secretary of Health Denise Addotta Clifford Director, Office of Drinking Water The Department of Health is an equal opportunity agency. For people with disabilities, this document is available on request in other formats. To submit a request, please call 1-800-525-0127 (TTY 1-800-833-6388). For additional copies of this publication, call 1-800-521-0323. This and other publications are available at http://www.doh.wa.gov/ehp/dw Contents Executive Summary...........................................................................................................1 Background ........................................................................................................................5 Regulatory framework 6 Where people get their water .....................................................................................................7 Recent trends in the number of public water systems................................................................8 Ownership of small water systems ............................................................................................9 Regulatory role of the Utilities and Transportation Commission............................................10 Compliance issues for small water systems 11 More violations seen in privately owned water systems .................................................. 11 Compliance and Group B public water systems............................................................... 11 Satellite management of small water systems 12 Limitations of the satellite management program ............................................................ 12 Satellite management agencies and Group B water systems............................................ 13 Policy Analysis and Recommendations .........................................................................14 Reduce the growth of public water systems 15 Ensure water systems have an ownership structure that positions them for success 17 Improve department oversight of financial health and align resources to assist water systems in need 19 Rates and Oversight Challenges ....................................................................................... 19 Create a new tool that ranks water system capacity ......................................................... 20 Evaluate new ways to promote financial awareness......................................................... 20 Link third-party financial assistance with capacity assessment score .............................. 21 Evaluate the feasibility of requiring financial indicators in consumer confidence reports22 Propose to allow limited principal forgiveness for DWSRF loans................................... 22 Develop a more targeted, focused approach to compliance ............................................. 23 Future considerations 24 Small Systems not paying their “fair share”..................................................................... 24 Strengthen the existing legal framework for addressing failing water systems................ 24 Appendices .......................................................................................................................28 Appendix A: Sample communities that would benefit from consolidation 28 Woodland Mobile Home Park and Woodland Foursquare Church, Clark County .................29 Bar Development and neighboring water systems, Douglas County ......................................31 Eltopia Water Association, Franklin County...........................................................................32 South Keyport Heights, Kitsap County ...................................................................................34 Bertrand Creek and Northwood areas, Whatcom County .......................................................35 Appendix B: Potential Water System Acquisition and Rehabilitation Program Projects 38 Appendix C: Issues affecting the number of water systems 42 Appendix D: Section 2009 of Engrossed Substitute House Bill 2765 46 Executive Summary Since 2003, the Washington State Legislature has appropriated more than $18 million toward failing small water systems to address urgent health and safety needs. To seek recommendations on how to prevent this need for state intervention, the 2008 Legislature directed the Department of Health (the department) to “conduct a statewide review of small public drinking water systems that have or may in the future require significant state resources to resolve urgent threats to public health and safety.” The Environmental Protection Agency (EPA) defines small water systems as those water systems that supply drinking water to fewer than 1,000 households. These systems face many technical, managerial, and financial challenges that affect their capacity to provide safe drinking water to their customers: Technical Compared with larger water systems, small water systems have more water quality violations and are more likely to fail to properly monitor for contaminants, make timely repairs, or replace faulty materials. This can lead to poor water quality, water system unreliability, and failing water system infrastructure, all of which can pose significant public health risks to their customers. Managerial Water system owners and board members of small water associations often do not fully understand their responsibilities to ensure the safe and reliable delivery of drinking water to their customers. Financial The most pressing problem for small water systems is financial viability. Their smaller rate base puts them at a significant financial disadvantage. They must bear relatively higher per-capita costs to meet regulatory requirements and to maintain infrastructure, because fewer customers share the expenses. Understanding the inherent challenges facing small water systems, the policy direction from the Legislature and State Board of Health over the past 30 years has been to: • Limit the creation of new water systems whenever possible. • Direct new water system applicants to a satellite management agency to own or operate the newly created water system. Small Public Drinking Water Systems 1 To improve state oversight of small water systems, the department proposes building upon the past and making the following changes to state policy, State Board of Health regulations, and agency practices: Reduce the growth of small public water systems. • The department recommends that the legislature amend chapters 70.119A and 43.20, Revised Code of Washington (RCW), to require new water system developers to first request service from an existing utility that serves the area before seeking approval to create a new Group A community water system. The department would approve a new water system only if an existing water system could not provide service. Ensure new water systems have an ownership structure that positions them for success. • The department recommends that the legislature amend RCW 70.119A.060, RCW 70.119A.110, and RCW 70.116.134 to require all new Group A community water systems to be owned by a satellite management agency, if one is available. If a satellite management agency is not available, require a public entity to own the new water system. • The department recommends that the legislature amend RCW 70.119A.060 and RCW 70.116.134 to eliminate satellite management agency requirements for Group B (water systems with fewer than 14 connections) and Group A non-community water systems. • The department recommends that the legislature increase funding for the Water System Acquisition and Rehabilitation Program. Funding provided through this program helps small, troubled systems consolidate with larger, well-operated municipal water systems. Improve department oversight of the financial health of water systems, and align resources to assist water systems in need. • The department recommends that the State Board of Health amend chapter 246-290 WAC to require water systems to include financial viability indicators in their annual consumer confidence reports. • The department recommends that the legislature, the department, and Utilities and Transportation Commission (UTC) evaluate potential changes by researching other states’ regulatory oversight of rate setting for water systems. • The department will create a new financial capacity assessment tool to evaluate water systems’ technical, managerial, and financial capacity. • The department will modify the water system planning program to help small water systems improve their financial viability. • The department will expand and improve delivery of financial technical assistance through third-party providers. • The department will amend chapter 246-296 WAC to allow limited principal forgiveness for some Drinking Water State Revolving Fund loans. 2 Small Public Drinking Water Systems Future Considerations The department recommends that the legislature amend RCW 70.119A.110 to increase the base fee for water systems to obtain an operating permit that would includes a
Load more

Recommended publications
  • Publicstuff and Cityworks Partner Together to Launch Philly311
    Contact: FOR IMMEDIATE RELEASE Elizabeth Hoffman, Marketing & Business Manager [email protected] Phone: 347-442-7227 x 24 PublicStuff.com PublicStuff and Cityworks Partner Together To Launch Philly311 PublicStuff and Cityworks have partnered to create a seamless workflow integration in Philadelphia that will further optimize city services. NEW YORK, New York (September 18, 2012) –PublicStuff, the innovative web and mobile platform that gives local governments a direct line to their citizens to access relevant city information, has partnered with Cityworks, the leading GIS-centric asset and workflow management solution to seamlessly integrate both systems. The integration is part of the City of Philadelphia’s newly announced PublicStuff service request mobile and web application, Philly311. Cityworks is known and well established in many municipalities for organizing asset and workflow management processes. In cities like Philadelphia, Cityworks is used primarily by Public Works and other departments to streamline the thousands of task and work orders that are managed and cared for by the city every day, including citizen requests. While the city’s operations and maintenance needs were fulfilled, the city wanted a way for citizens to engage with the system. PublicStuff is the Saas based software solution that gives citizens a direct line to their local government to access relevant city information and have their voice heard by reporting service needs like potholes, graffiti and broken streetlights, in real time, through any device. With its complete suite of web and mobile platforms, cities are able to use the customizable PublicStuff system to manage service requests and improve citizen engagement. When PublicStuff was awarded the RFP for building out the mobile component for the City of Philadelphia’s 311 center, integrating with Cityworks was the natural next move.
    [Show full text]
  • PUBLIC WORKS INFRASTRUCTURE: POLICY CONSIDERATIONS for the 1980S
    A CBO STUDY Public Works Infrastructure: April 1983 Policy Considerations for the 1980s NOTICE This Document Should Not Be Released Before 5 P.M. (E.D.T.) A Congress of the United States Tuesday, April 26, 1983 Ofi Congressional Budget Office PUBLIC WORKS INFRASTRUCTURE: POLICY CONSIDERATIONS FOR THE 1980s Congress of the United States Congressional Budget Office For sale by the Superintendent of Documents, U.S. Government Printing Office Washington, D.C. 20402 NOTES At the start of Chapters II through VIII, each of which deals with a single infrastructure system, a brief paragraph summarizes the prob- lems affecting that system and the associated costs, the federal government's current and possibly altered participation, and the appli- cation of several policy strategies. Unless otherwise noted, all dollar figures are expressed in constant 1982 dollars. All dates are fiscal years unless specified as calendar years. In some tables, details may not add to totals because of rounding. 11 PREFACE The nation's long-term economic growth will depend heavily on the adequacy of its public works infrastructure. In the past several years, much attention—both public and Congressional—has been drawn to the declining condition of infrastructure systems and to those systems1 capacity to accommodate future economic and population growth. This study, under- taken at the request of the Senate Committee on the Budget, assesses the needs of seven infrastructure systems and the costs of meeting those needs. The primary focus of the analysis is on the cost effectiveness of infrastruc- ture investment, a concern made particularly pressing by the constraints now affecting the federal budget.
    [Show full text]
  • Public Works Conditions of Approval
    Public Works Conditions of Approval: What Do They Mean? Contra Costa County Public Works Department 255 Glacier Drive Martinez, CA 94553 (925) 313-2000 TABLE OF CONTENTS Frontage Improvements ............................................... 1 Onsite Road Improvements .......................................... 2 Offsite Road Improvements .......................................... 2 Private Roads .............................................................. 2 Road Dedications ......................................................... 3 Relinquishment of Abutter's Rights of Access ................. 3 Street Lights ................................................................ 3 Landscaping ................................................................ 3 Drainage Improvements (Collect and Convey) ............... 4 Creek Mitigation Fees ................................................... 5 Creek Structure Setbacks .............................................. 6 Improvement Plans ...................................................... 6 Sight Distance.............................................................. 6 NPDES ........................................................................ 7 Provision C.3 of NPDES ............................................... 7 Advisory Notes ............................................................. 8 FEMA Flood Hazard Zone .............................................. 8 Department of Fish and Game ...................................... 8 Army Corps of Engineers .............................................
    [Show full text]
  • Public Works Operations and Maintenance (O&M)
    PUBLIC WORKS OPERATIONS AND MAINTENANCE (O&M) INFRASTRUCTURE ADMINISTRATOR DEFINITION: To plan, direct, and supervise field maintenance division activities including infrastructure operations and maintenance, equipment and facility maintenance. SUPERVISION RECEIVED AND EXERCISED: General direction is provided by the Public Works Director. Responsibilities include direct and indirect supervision of staff. EXAMPLES OF DUTIES: The following are typical illustrations of duties encompassed by the job class, not an all-inclusive or limiting list: Essential Job Functions: Plan, organize and direct activities of the Public Works Operations and Maintenance Divisions pertaining to streets, signs and markings, sidewalks, electrical services, GIS, SCADA, building and fleet maintenance as assigned. Plan, organize, coordinate, supervise, and evaluate programs, plans services, staffing, equipment, and infrastructure of the Public Works Department. Develop and implement goals, objectives, polices, procedures, schedules, and work standards for the various operating groups within the Public Works Department. Prepare and administer the annual Operations and Maintenance Budget for assigned program areas. Research and analyze complex problems, evaluate varied information and data, and exercise sound independent judgement within established guidelines. Coordinate maintenance service programs with other City departments and with outside agencies. Establish and maintain effective working relationships while providing for the evaluation, training, and
    [Show full text]
  • Job Description: Assistant Director of Public Works
    CITY OF BELLINGHAM JOB DESCRIPTION JOB TITLE: Assistant Director of Public Works E-PLAN SG:E-20 CLASS TITLE: Assistant Director CS:N FLSA:N DEPARTMENT: Public Works - Operations or Engineering EEO4CODE:OA JOB SUMMARY: Responsible for the planning, organizing, staffing, directing and controlling of the Engineering and Operations Divisions of the Public Works Department. Ensures that business practices and standards of performance are met for projects, programs, tasks and responsibilities under the purview of the Division are met and accomplished in an effective and cost-efficient manner. SUPERVISORY RELATIONSHIP: Reports to the Director of Public Works. Serves as a member of the Public Works management team. Provides supervision, guidance, and direction to the Engineering or Operations Division. Functions are managed in accordance with pertinent federal, state and local laws and regulations. ESSENTIAL FUNCTIONS OF THE JOB: 1. Provides technical, administrative and fiscal direction to the Engineering or Operations Division of the Public Works Department. This includes program planning and management, budget preparation, and personnel administration. 2. Responsible for planning, designing, construction and/or operation and maintenance of public works facilities (i.e. street and traffic control systems, water and sewer facilities, water and wastewater treatment, storm and surface water management). A. In the planning area: develops and maintains comprehensive plans for the development or maintenance and operation of public works facilities. B. In the program area: provides technical support and financial planning for the construction or maintenance and operation of public works facilities. C. In the design area: provides quality, cost-effective design for construction and maintenance projects either utilizing in-house staff or by selecting and administering the work of consultants.
    [Show full text]
  • Local Content in the Petroleum Industry — Mexico
    LOCAL CONTENT IN THE PETROLEUM INDUSTRY — MEXICO Miriam Grunstein, Ph.D. Nonresident Scholar, Baker Institute Mexico Center Cybele Díaz-Wionczek Independent Consultant February 2017 © 2017 by the James A. Baker III Institute for Public Policy of Rice University This material may be quoted or reproduced without prior permission, provided appropriate credit is given to the author and the James A. Baker III Institute for Public Policy. Wherever feasible, papers are reviewed by outside experts before they are released. However, the research and views expressed in this paper are those of the individual researcher(s) and do not necessarily represent the views of the James A. Baker III Institute for Public Policy. Miriam Grunstein, Ph.D. Cybele Díaz-Wionczek “Local Content in the Petroleum Industry — Mexico” Local Content in the Petroleum Industry — Mexico 1. Introduction This paper describes the most relevant aspects of the former and current national content policy for the hydrocarbons sector in Mexico. This policy was initiated in 2008 as a result of a legislative reform that required the national oil company, Petróleos Mexicanos (Pemex), to establish mandatory provisions regarding the inclusion of obligatory state requirements to include local content in its contracts. Before 2008, no local content requirements were considered mandatory. The reform resulted in the issuance in 2009 of the Strategy for Developing Suppliers, Contractors and National Content, which was implemented between 2010 and 2014. More developments followed as a result of the 2013 reform, which established mandatory local content requirements for all companies partaking in exploration and production activities, although local content requirements for deep and ultra deep-water1 operations would not contribute to the fulfilment of the overall national content goals in the Mexican hydrocarbons industry between 2025 and 2035.
    [Show full text]
  • ICS for Public Works
    ICS for Public Works Why Is ICS Important for Public Works? Before diving into why the Incident Command System (ICS) is important to public works, it is essential to understand the context through which ICS exists. ICS is a standardized management system, typically associated with on-scene emergency management operations, specifically designed to provide an integrated organizational structure that can manage the complexity and demands of single or multiple incidents. This includes taking into consideration potential jurisdictional boundaries, public and private organizations, and many other factors including facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. With over 40 years of usage, ICS is considered a best practice and is used worldwide. It is the backbone of the National Incident Management System (NIMS). In California, ICS is an element of the State’s Standard Emergency Management System (SEMS), which is a state law mandating that SEMS be used in response to incidents in the field. Public works departments across the country serve their communities in a variety of ways. Depending on the size and political jurisdiction, public works services could potentially include water, storm water, electrical, solid waste, sanitary sewer, streets, transit, buildings, parks and grounds, fleet maintenance, and other activities that are essential to local government operations. Because public works agencies do not operate in a vacuum, it is essential that they actively reach out to other partner agencies (public and private) to develop strong, positive working relationships at all levels. Part of developing effective partnerships and communication is embracing ICS and implementing it wherever feasible in their own public works operations.
    [Show full text]
  • Download City of Port Arthur, TX
    City of Port Arthur, TX Director of Public Works 44 4th St | Port Arthur, TX 77640 The Community Port Arthur is located 90 miles east of Houston on the gulf coast of Texas and is ranked as the twelfth largest port in the United States and the second largest refining port. Port Arthur is the home of three major refineries and is the important terminus of the Kansas City Southern railroad. The town has grown to almost 60,000 with a diversifying economy to sustain Port Arthur's growth. Soaring bridges spanning scenic waterways lead to outdoor adventure filled with birding, fishing and wildlife. Port Arthur unites land and sea in Southeast Texas, where their motto is “laissez les bons temps rouler,” that translates to “let the good times roll”. Port Arthur provides wetlands and Gulf beaches, salt and fresh water fishing and a comfortable year-round climate that is perfect to enjoy Sea Rim State Park, a completely natural beach. Port Arthur offers strong Cajun and other cultural influences through its cuisine and music. Government Port Arthur operates under a City Manager form of city government. The City Council is made up of a Mayor and eight Councilmembers. Four Councilmembers are elected from single member districts, two from combined districts and two at large. The two at large members are elected for three year terms and the other Councilmembers and mayor are elected for three year terms. The Position The Director of Public Works manages, supervises and coordinates the activities of the Public Works Department including street construction and maintenance, drainage construction and maintenance, water and sewer construction, engineering services, traffic systems construction and maintenance, electrical and painting services and buildings and parks/grounds maintenance; to coordinate Public Works activities with other City divisions and departments; and to provide complex staff assistance to the City Manager.
    [Show full text]
  • Public Works Officers Directory
    Public Works Officers Directory 2015 Table of Contents Municipal Public Works Officers Listings Alphabetical Listing by City with Contact Information……..………...3 Alphabetical Listing by Last Name – Index………………...................40 Correction Form/Change Request Template…………………………..……..41 League of California Cities Mission To restore and protect local control for cities through education and advocacy in order to enhance the quality of life for all Californians. 2015 Public Works Officers Directory 2 League of California Cities Alphabetical Listing by City with Contact Information City Name Title Address Zip Contact Information 11600 Air [email protected] Adelanto Thomas Thornton Public Works Superintendent Expressway 92301 P: 760-246-2300 [email protected] Director of Public Works/City P: 818-597-7329 Agoura Hills Ramiro Adeva Engineer 30001 Ladyface Court 91301 F: 818-597-7352 950 W. Mall Square [email protected] Alameda Bob Haun Public Works Director Room 110 94501 P: 510-747-7930 Albany Ray Chan Public Works Dir./City Engr. 1000 San Pablo Ave. 94706 [email protected] Alhambra Mary Chavez Director of Public Works 111 South First St 91801 [email protected] P: 949-425-2530 Aliso Viejo Shaun Pelletier Public Works Director 12 Journey Suite 100 92656 F: 949-425-3899 Alturas Joe Picotte Director of Public Works 200 West North St 96101 jpicotte @cityofalturas.org [email protected] 4381 Broadway, Ste. P: 707-647-4366 American Canyon Jason Holley Public Works Director 201 94503 [email protected] P: 530-378-6636 Anderson Jeff Kiser City Manager/Public Works Dir. 1887 Howard St 96007 F: 530-378-6666 Public Works Director/City Angels Camp David Myers Engineer P.O.
    [Show full text]
  • Department of Public Works
    Improving the Quality of Life in San Francisco WE are dedICated IndIVIdualS CommItted to teamworK, CUStomer SerVICE and sfgov.org/dpw ContInuouS ImproVement IN partnerSHIP WITH THE CommunITY. 3-1-1 DEPARTMENT OF PUBLIC WORKS ANNUAL REPORT 2007 – 2008 Mayor Gavin Newsom Department of Public Works Director Edward D. Reiskin Cover photos (clockwise from top left): - Clean Team volunteers plant trees - Upper Noe Recreation Center - California Academy of Sciences Project - Laguna Honda Hospital - JP Murphy Clubhouse Visitacion Valley Greenway City Hall Dome Window Renovation San Bruno Avenue Streetscape Improvements Potrero del Sol Park Renovation San Francisco Department of Public Works FY 2007-2008 Annual Report Gavin Newsom Mayor Edwin M. Lee City Administrator Edward D. Reiskin Director, Department of Public Works Mission Statement “Improving the Quality Of Life in San Francisco” We are dedicated individuals committed to teamwork, customer service and continuous improvement in partnership with the community. DPW Annual Report 2007/2008 1 TABLE OF CONTENTS INTRODUCTION A Message from the Director 4 DPW Overview 5 Organizational Chart 6 OPERATIONS BUREAUS Bureau of Street Environmental Services 7 Graffiti Removal 7 City’s Customer Call Center 7 Mechanical Street Sweeping 7 Bureau of Urban Forestry 8 Planting and Maintaining Street Trees 8 Beautification and Maintenance 9 Sidewalk Maintenance 9 Bureau of Street and Sewer Repair 10 Bureau of Building Repair 11 Highlights of Building Repair Projects 11 Community Programs 13 Adopt-A-Street 13
    [Show full text]
  • Public Works and Utilities
    PUBLIC WORKS AND UTILITIES ENGINEERING AERIAL PHOTOGRAPHS Active: Permanent Disposition: Permanent AS-BUILT DRAWINGS Active: Permanent Disposition: Permanent BRIDGE INSPECTIONS Active: Permanent Disposition: Permanent CATALOG CUTS OF SIGNAL EQUIPMENT Active: As long as asset exists Disposition: Retain CERTIFIED MAIL RECEIPTS Active: 1 year Disposition: Destroy CONTRACTS (Includes instructors, vendors, labor unions, Kansas Dept of Transportation, contractors, developers, service and other contracts) Active: Until contract expired or cancelled, inactive 5 years Disposition: Destroy CORRESPONDENCE (routine) (Includes suspense list, inquiries, memos, copies, telephone records, etc) Active: Retain while useful, not more than 5 years Disposition: Destroy DIVISION POLICIES (Division policies as well as incoming and outgoing letters and memoranda that state or form the basis for policy, set precedent, or record important events in the operational and organizational history of the department) Active: Until superseded or obsolete Disposition: Destroy FORMS Active: Until superseded or obsolete Disposition: Destroy GOVERNING AGENCY REGULATIONS (Includes City, State, and Federal governing agencies' manuals and requirements) Active: Until superseded or obsolete Disposition: Destroy HOLD HARMLESS (Includes ride along agreements, release of liability, and other such agreements) Active: 5 years Disposition: Destroy INTERSECTION DRAWINGS Active: Permanent Disposition: Retain, original document imaged PLAT MAPS (Recorded plats obtained from County) Active:
    [Show full text]
  • Job Description Public Works Director
    JOB DESCRIPTION PUBLIC WORKS DIRECTOR Range 41 - $118,004.12 – $150,606.48 Annually $56.73 - $72.41 Hourly DEPARTMENT: PUBLIC WORKS FLSA STATUS: EXEMPT POSITION STATUS: REGULAR, FULL-TIME REPORTS TO: CITY MANAGER DEFINITION Under general administrative direction, to serve as the principal administrative officer for the Public Works Department; to plan, direct, review, and manage Department activities and operations focused on providing a wide range of public services activities; and to perform other duties as required. DISTINGUISHING CHARACTERISTICS The position has overall responsibility for managing a wide range of public service activities including streets, parks, landscape, facilities and fleet maintenance; permit issuance; water quality and waste management reporting; graffiti removal and weed abatement programs; Capital Improvement Project Programs; development agreements; inspections; citizen patrol and emergency management functions. The incumbent is accountable for achieving programmatic goals and objectives and for ensuring that the community is provided with desired and mandated services in an effective, cost efficient manner. ESSENTIAL JOB FUNCTIONS Depending on assignment, duties may include, but are not limited to, the following: 1. Plan, organize, manage, lead, and direct the overall operations, maintenance and repair of a variety of municipal services including, but not limited to, City streets, parks, landscape, facilities and fleet maintenance. 2. Oversee Public Works functions including permit issuance, inspections, water quality and waste management reporting, graffiti removal and weed abatement programs, development agreements, Capital Improvement Project Programs, Citizen Patrol and Emergency Management. 3. Select, assign, train, direct, and evaluate subordinate staff; assure training and guidance for staff involved in various aspects of public works and related services; oversee and implement disciplinary personnel actions when necessary.
    [Show full text]