2022-06-16 Regular Meeting
Watch meetings live, online at www.kodiakak.us
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Kodiak Island Borough
Assembly Regular Meeting Agenda
Assembly Chambers
Thursday, June 16, 2022, 6:30 p.m.
Streamed Live Online at www.kodiakak.us
and broadcasted on KMXT at 100.1 FM
Please subscribe to be notified when agenda packets are published.
Page
1. INVOCATION
2. PLEDGE OF ALLEGIANCE
3. STATEMENT OF LAND ACKNOWLEDGEMENT
We are gathered on the traditional homeland of the Sugpiaq, Alutiiq people and acknowledge
the 10 tribes of the Kodiak Alutiiq Region. We recognize the Alutiiq culture that enriches our
community to this day.
4. ROLL CALL
5. APPROVAL OF AGENDA AND CONSENT AGENDA
All items listed with an asterisk (*) are considered to be routine and non -controversial by the
Assembly and will be approved by one motion.
6. *APPROVAL OF MINUTES
5 - 15
A.
May 26, 2022, Special Meeting Minutes and June 2, 2022,
Regular Meeting Minutes
Meeting Minutes
7. CITIZENS' COMMENTS 1-907-486-3231 or Toll Free 1-855-492-9202
Agenda items not scheduled for public hearing and general comments.
8. AWARDS AND PRESENTATIONS
16 - 17
A.
Proclamation Declaring June 12-18, 2022, As Alaska Invasive
Species Awareness Week and Proclamation Declaring June
2022 As Pride Month
Proclamations
9. COMMITTEE REPORTS
Page 1 of 231
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10. PUBLIC HEARING
11. BOROUGH MANAGER’S REPORT
12. MESSAGES FROM THE BOROUGH MAYOR
13. CONSIDERATION OF CALENDAR - UNFINISHED BUSINESS
18 - 22
A.
Ordinance No. FY2022-17 Amending Kodiak Island Borough
Code Section 2.30.020 General Rules By Removing The
Provisions That Pertain To Declaration Of A Disaster Or
Emergency
Agenda Item Report - Pdf
14. CONSIDERATION OF CALENDAR - NEW BUSINESS
14.A. CONTRACTS
23 - 31
1.
Contract No. FY2022-40 Approval Of The Borough Clerk
Employment Agreement With Nova M. Javier, MMC
Agenda Item Report - Pdf
14.B. RESOLUTIONS
32 - 144
1.
Resolution No. FY2022-28 Of The Assembly Of The
Kodiak Island Borough Approving Funding Of The Kodiak
Economic Development Corporation (KEDC)
Agenda Item Report - Pdf
145 - 159
2.
Resolution No. FY2023-02 Re-Establishing The Fees Of
The Kodiak Island Borough
Agenda Item Report - Pdf
160 - 162
3.
Resolution No. FY2023-04 A Resolution Of The Assembly
Of The Kodiak Island Borough, Declaring That The
Existing Apportionment Of The Kodiak Island Borough
Assembly Meets The Standards Of As 29.20.060 And Is
Consistent With The Equal Representation Standards Of
The Constitution Of The United States; Placing On The
Ballot For The October 4, 2022, Regular Borough Election,
The Question To Retain The Existing Form Of Assembly
Representation
Agenda Item Report - Pdf
14.C. ORDINANCES FOR INTRODUCTION
Page 2 of 231
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163 - 172 1. Ordinance No. FY2022-02B An Ordinance Of The
Assembly Of The Kodiak Island Borough Amending
Ordinance No. FY2022-02, Fiscal Year 2022 Budget, By
Amending Budgets To Account For Various Revenues
That Are Over Budget, Providing For Additional
Expenditures, And Moving Funds Between Projects
Agenda Item Report - Pdf
173 - 175
2.
Ordinance No. FY2023-03 Amending Pertinent Sections in
Kodiak Island Borough Code Chapter 2 Administration and
Personnel to Amend the Mayor and Assembly
Compensation
Agenda Item Report - Pdf
176 - 179
3.
Ordinance No. FY2023-04 Amending Various Sections Of
Title 2 Administration And Personnel, Chapter 2.100
Boards, Committees Relevant To Appointments Of
Borough Employees To Different Boards, Committees,
And Commissions
Agenda Item Report - Pdf
180 - 213
4.
Ordinance No. FY2023-05 Amending The Kodiak Island
Borough Code Of Ordinances Title 7 Elections
Agenda Item Report - Pdf
14.D. OTHER ITEMS
15. CITIZENS' COMMENTS. 1-907-486-3231 or Toll Free 1-855-492-9202.
(Limited To Three Minutes Per Speaker)
16. ASSEMBLY MEMBERS’ COMMENTS
17. EXECUTIVE SESSION
A.
Borough Manager's Performance Evaluation
18. ADJOURNMENT
19. INFORMATIONAL MATERIALS
19.A. MINUTES OF OTHER MEETINGS
214 - 215
1.
Womens Bay Service Area Board Minutes
May 22, 2022 Minutes
19.B. REPORTS
Page 3 of 231
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216 - 222
1.
Monthly Projects Report For Period Ending May 31, 2022
May 2022 Projects Report
223 - 231
2.
Submission Of A Report of Records That Are Eligible For
Disposal
Agenda Item Report - Pdf
Page 4 of 231
Kodiak Island Borough
May 26, 2022
Assembly Special Meeting Minutes
Page 1 of 2
KODIAK ISLAND BOROUGH
Assembly Special Meeting
May 26, 2022
A special meeting of the Kodiak Island Borough Assembly was held on May 26, 2022, in the
Borough Assembly Chambers. The meeting was called to order at 6:30 p.m. Staff present were
Borough Manager Roxanne Murphy, Borough Clerk Nova Javier, and Deputy Clerk Lina Cruz.
ROLL CALL
Present were Mayor William Roberts, Assembly members Scott Arndt, Joseph Delgado, Jared
Griffin, James Turner, and Aimee Williams. Absent was Assembly member Smiley.
CITIZENS COMMENTS
None.
CONSIDERATION OF MATTER(S) IN THE CALL FOR THE SPECIAL MEETING
1. Discussion Of Litigation Strategy and Potential Settlement Regarding A Disputed Tax
Matter.
ARNDT move to convene into executive session under the authority of KIBC. 2.30.030 (F)(1)(a)
for discussion of a matter which could potentially lead to claims and potential litigation and KIBC
2.30.030(F)(1)(b) matters, the immediate knowledge of which would tend to affect adversely the
finances of the borough.
ROLL CALL VOTE ON THE MOTION CARRIED UNANIMOUSLY: Arndt, Delgado, Griffin,
Smiley, and Williams.
ARNDT moved to invite the Mayor and Assembly into Executive Session as well as the Borough
Finance Director, Assessor, Manager, Clerk and Borough Attorney.
VOICE VOTE ON MOTION CARRIED UNANIMOUSLY.
Mayor Roberts recessed the special meeting and convened into executive session at 6:33 p.m.
At 6:44 p.m. Mayor Roberts reconvened the special meeting and announced direction was given
to the Attorney on how to proceed.
Assembly member Turner declared a conflict of interest due to his employment with the company
that was being discussed. He advised he would not be voting on the matter.
ARNDT moved to approve the settlement agreement, authorize the borough manager and
attorney to prepare the documentation, and authorize the manager to execute the settlement
agreement and implement the settlement on behalf of the Borough.
AGENDA ITEM #6.A.
May 26, 2022, Special Meeting Minutes and June 2, 2022, Regular Meeting ...Page 5 of 231
Kodiak Island Borough
May 26, 2022
Assembly Special Meeting Minutes
Page 2 of 2
ROLL CALL VOTE ON MOTION CARRIED UNANIMOUSLY: Griffin, Smith, Williams, and Arndt.
Turner was excused.
ADJOURNMENT
ARNDT moved to adjourn the meeting at 6:45 p.m.
VOICE VOTE ON MOTION CARRIED UNANIMOUSLY.
KODIAK ISLAND BOROUGH
ATTEST:
William Roberts, Mayor
Nova M. Javier, MMC, Borough Clerk
AGENDA ITEM #6.A.
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Kodiak Island Borough
June 2, 2022
Assembly Regular Meeting Minutes
Page 1 of 9
KODIAK ISLAND BOROUGH
Assembly Regular Meeting
June 2, 2022
A regular meeting of the Kodiak Island Borough Assembly was held on June 2, 2022, in the
Borough Assembly Chambers. The meeting was called to order at 6:30 p.m. Staff present were
Borough Manager Roxanne Murphy, Borough Clerk Nova Javier, and Deputy Clerk Lina Cruz.
1. INVOCATION
The invocation was given by Major David Davis of the Salvation Army.
2. PLEDGE OF ALLEGIANCE
Mayor Roberts led the Pledge of Allegiance.
3. STATEMENT OF LAND ACKNOWLEDGEMENT
Mayor Roberts announced that we are gathered on the traditional homeland of the
Sugpiaq, Alutiiq people and acknowledge the 10 tribes of the Kodiak Alutiiq Region. We
recognize the Alutiiq culture that enriches our community to this day.
4. ROLL CALL
Present were Mayor William Roberts, Assembly members Scott Arndt, Joseph Delgado,
Jared Griffin, Geoffrey Smith, Scott Smiley, James Turner, and Aimee Williams.
ARNDT moved to excuse Assembly member Aimee Williams who was absent due to
medical reasons.
VOICE VOTE ON MOTION CARRIED UNANIMOUSLY
5. APPROVAL OF AGENDA AND CONSENT AGENDA
ARNDT moved to approve the agenda and the consent agenda.
VOICE VOTE ON MOTION CARRIED UNANIMOUSLY
6. APPROVAL OF MINUTES (Approved under consent agenda)
1. Regular Meeting Minutes of May 19, 2022
7. CITIZENS' COMMENTS – None
8. AWARDS AND PRESENTATIONS – None.
9. COMMITTEE REPORTS – None.
AGENDA ITEM #6.A.
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June 2, 2022
Assembly Regular Meeting Minutes
Page 2 of 9
10. PUBLIC HEARING
1. Ordinance No. FY2022-18 Writing Off The Personal Property Delinquent Taxes
and Accounts Receivable Penalties, Interest, And Fees Of Those Non-
collectable Accounts
ARNDT moved to adopt Ordinance No. FY2022-18.
Agenda summary update as of June 5, 2022
Taxable assessed value of personal property to be written off is $320,600, or
0.19% of 2022 values. Small claims court filings for delinquent personal property
began in 2018. Of the 20 claims filed since then, 15 have been paid in full. Staff
is currently preparing 6 claims which will be filed with the court in the next month.
Original agenda summary
Staff has compiled twelve (12) personal tax accounts and one (1) accounts
receivable account that have been determined uncollectable for various
reasons. All legal resources have been exhausted by staff to collect. It is staff's
desire for the Borough accounts to be current and properly reflect the financial
status and in accordance with Generally Accepted Accounting Principles. KIB
code does not identify a specific method for writing off delinquent accounts,
therefore this ordinance requests the approval to write-off uncollectable
accounts within the Borough.
ROLL CALL VOTE ON THE MOTION CARRIED UNANIMOUSLY: Arndt,
Delgado, Griffin, Smiley, Smith, and Turner.
2. Ordinance No. FY2022-19 Amending Kodiak Island Borough Code Title 2
Administration And Personnel, Chapter 2.40 Records Management, Section
2.40.140 Records Management Roles And Responsibilities And Section
2.40.160 Disposal of Records
ARNDT moved to adopt Ordinance No. FY2022-19.
The Clerk’s Office staff evaluated the current records destruction process and
wishes to eliminate steps to increase efficiency. It has been the practice to
require Assembly authorization by resolution in order for the Clerk's Office to
dispose of records.
When the Assembly adopts or amends the records retention schedule, it
establishes full authority in advance to periodically destroy, transfer, microfilm,
or take other authorized actions relative to borough records. Eliminating the
resolution process will expedite the destruction of records and will provide
flexibility for the Clerk's Office to destroy records at any time of the year. This
change will still keep the Assembly informed since the proposed code
amendment requires the Clerk's Office to provide a report of the records that are
to be destroyed and report any obsolete records that are destroyed during the
preceding year.
AGENDA ITEM #6.A.
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June 2, 2022
Assembly Regular Meeting Minutes
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This ordinance clarifies the role of the attorney and the department directors in
the process. This also addresses records that are found to have administrative
value and are requested to be retained beyond their retention period.
ROLL CALL VOTE ON THE MOTION CARRIED UNANIMOUSLY: Delgado,
Griffin, Smiley, Smith, Turner, and Arndt.
3. Ordinance No. FY2022-20 Amending Title 3 Revenue And Finance, Chapter
3.30 Contract, Purchase, Sale, And Transfer Procedures Section 3.30.030 Open
Market Procedures
ARNDT moved to adopt Ordinance No. FY2022-20.
The ordinance will address the concern and would permit the manager to apply
a local bidder preference to bids between the $500 and $25,000 range which
the Manager may award without Assembly action. There is currently a gap
between the manager's purchasing authority cap in KIBC 3.30.020 at $25,000
and the dollar amount that the local preference shall be allowed for in KIBC
3.30.030(b) at $15,000.
it is in alignment with KIBC 3.30.060 Local Preference, to give the Manager
authority to, at his/her discretion, direct an award of a contract for the purchase
of personal property or services after competitive bidding to a responsible bidder
who maintains a business office or store within the borough from which the
property or service would be provided, if that bid does not exceed the lowest
responsible bid by more than ten percent for the totality of his/her purchasing
authority cap.
ARNDT moved to amend Ordinance No. FY2022-20 by deleting the words “in
excess of $15,000 but” in lines 47 and 48.
ROLL CALL VOTE ON THE MOTION TO AMEND CARRIED UNANIMOUSLY:
Griffin, Smiley, Smith, Turner, Arndt, and Delgado.
ROLL CALL VOTE ON THE MOTION AS AMENDED CARRIED
UNANIMOUSLY: Griffin, Smiley, Smith, Turner, Arndt, and Delgado.
4. Ordinance No. FY2023-01 Receiving The 2022 Certified Real And Personal
Property Tax Roll, Levying Ad Valorem Property Taxes For Tax Year 2022
Consisting Of An Areawide Tax, Women’s Bay Fire Area Tax, A Women’s Bay
Road Service Area Tax, A Bay View Road Service Area Tax, A Tax In Fire
Protection Service Area No. 1, A Monashka Bay Road Service Area Tax, A Tax
In Service Area No. 1 Roads, A Woodland Acres Street Light Service Area, A
Tax In The Service Area No. 2, A Tax In The KIB Airport Fire Service Area, A
Tax In The Trinity Islands Street Light Service Area, And A Tax In The Mission
Lake Tide Gate Service Area; Levying Commercial Aircraft Tax Providing For
The Collection Of Taxes Due In 2022; And Setting The Date When Taxes
Become Delinquent
AGENDA ITEM #6.A.
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Kodiak Island Borough
June 2, 2022
Assembly Regular Meeting Minutes
Page 4 of 9
ARNDT moved to adopt Ordinance No. FY2023-01.
Agenda Summary Update as of May 13, 2022
The Assessor certified the taxable assessed values at $1,516,642,748. Area-
wide mill rates were updated, and service area real and personal property
taxable values were added. Mill Rates are calculated using the Manager's
budget.
Original Agenda Summary
As of April 01, 2022, the areawide taxable assessed value totals are estimated
at $1,494,747,221. The Assessing Department will not certify until after the
Board of Equalization certifies this action to the assessor later in May 2022.
TURNER moved to lay Ordinance No. FY2023-01 on the table until after
adoption of Ordinance No. FY2023-02.
ROLL CALL VOTE ON THE MOTION TO LAY ON THE TABLE CARRIED
UNANIMOUSLY: Smiley, Smith, Turner, Arndt, Delgado, and Griffin.
TURNER moved to take Ordinance No. FY2023-01 from the table.
ARNDT moved to amend Ordinance No. FY2023-01 V3.
ROLL CALL VOTE ON THE MOTION TO AMEND CARRIED FIVE TO ONE:
Arndt, Griffin, Smiley, Smith, and Turner (AYES); Delgado (NO).
ROLL CALL VOTE ON THE MAIN MOTION CARRIED UNANIMOUSLY:
Smiley, Smith, Turner, Arndt, Delgado, and Griffin.
5. Ordinance No. FY2023-02 Adopting The Budget For Fiscal Year 2023 And
Appropriating From All Borough Funds
ARNDT moved to adopt Ordinance No. FY2023-02.
Original (Manager's Budget)
The FY2023 Borough budget, as offered for introduction, is a balanced budget;
meaning that proposed expenditures do not exceed anticipated revenues and
planned use of fund balance.
The resolution required by Alaska Statute 29.45.240 for the levy of taxes will be
done as Ordinance NO. FY2023-01 per KIBC 3.25.010. The ordinance will be
considered at the Assembly's May 19, 2022, regular meeting and is set for public
hearing on June 2, 2022.
ARNDT moved to amend Ordinance No. FY2023-02 by substitution with Version
3.
ROLL CALL VOTE ON THE MOTION TO AMEND CARRIED FOUR TO TWO:
Turner, Arndt, Griffin, and Smiley (AYES); Smith and Delgado (NOES).
AGENDA ITEM #6.A.
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Kodiak Island Borough
June 2, 2022
Assembly Regular Meeting Minutes
Page 5 of 9
ROLL CALL VOTE ON THE MOTION AS AMENDED CARRIED FOUR: Turner,
Arndt, Griffin, and Smiley (AYES); Smith and Delgado (NOES).
ROLL CALL VOTE ON MOTION CARRIED UNANIMOUSLY: Turner, Arndt,
Delgado, Griffin, Smiley, and Smith.
11. BOROUGH MANAGER’S REPORT
The Borough Manager reported on the following:
• Signed and delivered to the tax related settlement agreement to the agency
• Discussion ongoing regarding the receptionist at KFRC
• Clerk’s employment agreement
• Community Development Director hiring
• Code Enforcement policy changes
• Front desk justification in the borough building
• Senator Murkowski’s Alaska projects
• Clarifying use of ARPA monies
• Attempt to contact Kodiak College
• Staffing issues and responsible credit card management
• Kodiak Island Housing Summit
• Hospital Lease and City of Kodiak Lease
• Cancelled ICMA travel
12. MESSAGES FROM THE BOROUGH MAYOR
13. CONSIDERATION OF CALENDAR - UNFINISHED BUSINESS
14. CONSIDERATION OF CALENDAR - NEW BUSINESS
14.A. CONTRACTS
14.B. RESOLUTIONS
1. Resolution No. FY2023-03 Amending The Kodiak Island Borough Records
Retention Schedule And Central Filing System To Reflect Reestablishment Of
The Borough Clerk Records Series
ARNDT moved to approve Resolution No. FY2023-03.
The Borough Clerks office has determined the need to revise the current
retention schedule to comply with and consider recent and existing laws and
regulations, reflect industry best practices, update cross referenced Borough
Code sections, and to meet the present needs of the office. The revisions to the
current retention schedule for Borough records set out in this resolution is limited
to those in the Clerk’s Office category, and the remaining categories of records
will keep the same retention schedule previously approved until changed by a
future resolution. Right now, our records retention schedule (RRS) is
AGENDA ITEM #6.A.
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Assembly Regular Meeting Minutes
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disorganized and confusing because of all the repealed items. Our goal is not
only to clean up the format but also reflect the current practice in the office.
The Clerk’s Office will be the start/basis of RSS revisions for other departments.
We will make sure that the same series changes will be mirrored all across the
departments.
The last comprehensive amendment which included all departments was done
in 2014 through Resolution No. 1995-01 H.
ROLL CALL VOTE ON MOTION CARRIED UNANIMOUSLY: Delgado, Griffin,
Smiley, Smith, Turner, and Arndt.
14.C. ORDINANCES FOR INTRODUCTION – None.
14.D. OTHER ITEMS
1. Authorization To Purchase Leachate Scale Control Pads For The Leachate
Treatment Plant
ARNDT moved to authorize the manager to purchase Leachate Scale Control
Pads in the amount of $59,980
The Kodiak Island Borough (KIB) Leachate Treatment Plant (LTP) has been
experiencing scaling of equipment, tanks, and piping throughout the membrane
bioreactor process. The scaling has been directly associated with the chemical
changes to the leachate since the initial sampling occurred in the period from
2005 through 2008 during the Lateral Expansion design process. The calcium
carbonate scaling is directly related to the release of calcium from multiple years
of accepting sanitary sludge that was augmented with large quantities of lime for
the vector control required for the transport of the sludge product. Pretreatment
upgrades that consist of aeration and a clarifier have already been approved.
This process will help with the removal of the scale from the influent before it
enters the bioreactors.
Gii Group's FlowScience technology uses an advanced signal generating
technology that produces an electrically generated catalytic effect that initiates
the formation of microscopic seed crystals and clusters of calcium carbonite and
other mineral components. These seed crystals and clusters prevent the
formation of hard mineral scale on piping and equipment surfaces. The
technology itself will loosen or, in most cases, eliminate existing scale deposits
altogether.
Staff recommends purchasing four pad units to place on piping that is located
before and after the RAS pumps. The pretreatment upgrades will not remove
scaling that we are seeing on the pipes and equipment inside the plant. If the
pads work, this could help extend the life of some of LTP piping and equipment.
ROLL CALL VOTE ON MOTION CARRIED UNANIMOUSLY: Griffin, Smiley,
Smith, Turner, Arndt, and Delgado.
AGENDA ITEM #6.A.
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Kodiak Island Borough
June 2, 2022
Assembly Regular Meeting Minutes
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2. Consideration For The Extension Of Contract No. FY2018-26A With US Ecology
For Household Hazardous Waste Disposal
ARNDT moved to authorize the Manager to extend Contract No. FY2018-26A
Household Hazardous Waste Disposal with US Ecology.
In 2018 NRC Alaska, now known as US Ecology, was awarded the Household
Hazardous Waste Disposal Contract. During the bidding process the evaluation
of the costs consisted of comparing the three contractors' cost proposals and
the amounts and types of wastes a typical Kodiak event would generate. Staff
also ran two other scenarios where they put one of every type of waste that could
possibly collected and compared each contractors pricing, and the second
scenario staff ran the renewal cost for contractor with the following year
adjustments that were requested in the proposal. They found that the same
contractor NRC Alaska, LLC (US Ecology) was the lowest cost in all scenarios.
The requested contract term was for four years with one five-year optional
extension and is a unit price contract / time and material contract. The Spring
2022 Event was the last year of the original contract before the extension.
The 5-year option prices are outlined in the original contract but because of an
increase in energy costs, due to global conditions impacting all costs, US
Ecology is increasing their Energy, Security, Insurance, and Compliance (ESIC)
fee by 19.0%. The increase will be calculated based upon the total of any invoice
that is produced (excluding taxes, state, and local fees) The contract will need
to be amended to include the new 5-year option pricing with an explanation on
how the increase is to be calculated.
Even with the price increase staff recommends agreeing to the terms of the 5-
year extension. US Ecology has been a great contributor to how successful the
household hazardous waste events have been. Their staff are very
knowledgeable in proper disposal and are willing to answer all questions. The
partnership that has been created between US Ecology and the KIB has greatly
benefited the community.
ROLL CALL VOTE ON MOTION CARRIED UNANIMOUSLY: Smiley, Smith,
Turner, Arndt, Delgado, and Griffin.
3. Consideration For The Purchase Of New 2022 Dozer And Rebuild Current 2006
Dozer for Landfill
ARNDT moved to authorize the Manager to award contract to NC Machinery in
the amount of $867,489.00 (Contract Number TBD) under the State of Alaska
NAPSO Contract and to pursue rebuilding the 2006 Dozer.
In 2005, the Kodiak Island Brough purchased a new 2006 Caterpillar D7R with
a waste handling package to assist in performing several tasks at the landfill. It
has the primary duties of stabilizing and developing slopes, compacting the
construction/demolition waste, pushing up the rock used for cover material,
spreading daily cover material over the municipal waste, pushing the metals pile,
maintaining/building roads and ramps, ice removal, and when the baler is down
for maintenance, it is used to compact the municipal waste during loose fill
AGENDA ITEM #6.A.
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operations. This equipment is no longer operational and needs substantial work
to be in working order.
Staff found the State of Alaska NAPSO contract which outlines multiple pieces
of Caterpillar equipment at a discounted price. Two models of dozers were
reviewed to determine which would better fit the needs of the landfill. Dozer
pricing included a waste handling package. A waste-handling package has many
advantages. These machines are designed specifically for waste handling and
landfill debris environments. The extensive guarding helps protect critical
machine components, body panels and the radiator from being damaged by
debris. It minimizes buildup of waste material and helps prevent component
damage. The way that the seals are manufactured eliminates costly repairs
because waste material does not get caught up in the tracks, wound up around
the axles or undercarriage and therefore increases its life. This has proven to
provide tremendous longevity because the entire arrangement is installed at the
manufacturer. Modifications made to mimic the waste handling package on
machines from other vendors do not hold up in a landfill environment.
Staff also received an estimated rebuild price from NC Machinery for the current
nonoperation dozer. This would include rebuild of the engine, power train,
transmission, and undercarriage. Rebuild would take place in Anchorage.
Staff recommends purchasing the 2022 Caterpillar D7 Track Type Dozer with
waste handler package and rebuild current 2006 Caterpillar D7R. It was
previously presumed that the size of the D6 machine was of sufficient size to
manage the waste and sloping requirements at the KIB landfill. However, after
conversations it has been determined that the added weight of the D7 machine
will provide better compaction and will be the best choice for the work required
of this piece of machinery. Price is $867,489.00. FOB Kodiak. A verbal estimate
given by NC Machinery for the rebuild of the 2006 Dozer with warranties was
$300,000 plus shipping costs.
2022 CAT Dozer 6 with waste
handling package $628,623.00
2022 CAT Dozer 7 with waste
handling package $867,489.00
Rebuild current 2006 CAT Dozer 7 Estimated at $300,000 plus shipping
ROLL CALL VOTE ON MOTION CARRIED UNANIMOUSLY: Smith, Turner,
Arndt, Delgado, Griffin, and Smiley.
15. CITIZENS' COMMENTS – None.
16. ASSEMBLY MEMBERS’ COMMENTS
• Assembly member Smith thanked the Manager and Staff for presenting a
balanced budget. He also thanked Assembly members Arndt and Turner for their
work on the budget.
• Assembly member Smiley was grateful to be back to Kodiak.
• Assembly member Griffin spoke about the funding for cameras.
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Kodiak Island Borough
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• Assembly member Turner thanked the Clerk’s Staff for the absentee voting for
the special election. He was hopeful for the possibility of dropping the mill rate
next year.
17. ADJOURNMENT
ARNDT moved to adjourn the meeting at 7:31 p.m.
VOICE VOTE ON MOTION CARRIED UNANIMOUSLY
KODIAK ISLAND BOROUGH
ATTEST:
William Roberts, Mayor
Nova Javier, Interim Borough Clerk
AGENDA ITEM #6.A.
May 26, 2022, Special Meeting Minutes and June 2, 2022, Regular Meeting ...Page 15 of 231
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KODIAK ISLAND BOROUGH
STAFF REPORT
JUNE 16, 2022
ASSEMBLY REGULAR MEETING
Kodiak Island Borough
SUBJECT: Ordinance No. FY2022-17 Amending Kodiak Island Borough Code Section
2.30.020 General Rules By Removing The Provisions That Pertain To
Declaration Of A Disaster Or Emergency
ORIGINATOR: Nova Javier, Borough Clerk
RECOMMENDATION:
The motion that is on the floor is: Move to adopt Ordinance No. FY2022-17.
Alternate motion: Move to amend Ordinance No. FY2022-17 by substitution with Version 2.
DISCUSSION:
On May 14, 2020, the Assembly adopted Ordinance No. FY2020-19 and amended KIB Section 2.30.020
General Rules in response to declaring disasters or emergency during the COVID -19 pandemic. During
the April 14, 2022, work session, the Assembly discussed and requested that an ordinance be introduced
to remove the provisions that were put in place by Ordinance No. FY2020 -19. The Assembly wishes to
revisit this topic at a later time.
• On May 4, 2022, a public hearing was held on this ordinance. The Assembly pos tponed this
ordinance to the May 19, 2022, meeting for additional discussion.
• On May 19, 2022, the Assembly postponed this ordinance to the June 16 regular meeting to
consider a version 2 of the ordinance.
Version 1 (original ordinance is what is on the floor). Version 2 is what is being proposed and
an amendment would be necessary to place this version on the floor.
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
AGENDA ITEM #13.A.
Ordinance No. FY2022-17 Amending Kodiak Island Borough Code Section 2.30...Page 18 of 231
Kodiak Island Borough, Alaska Ordinance No. FY2022-17
Page 1 of 2
Introduced by: KIB Assembly 1
Introduced on: 04/21/2022 2
Public Hearing Date:05/05/2022 3
Postponed to: 05/19/2022 4
Postponed to: 06/16/20222 5
Adopted on: 6
7
KODIAK ISLAND BOROUGH 8
ORDINANCE NO. FY2022-17 9
10
AN ORDINANCE OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH AMENDING 11
KODIAK ISLAND BOROUGH CODE SECTION 2.30.020 GENERAL RULES BY REMOVING 12
THE PROVISIONS THAT PERTAIN TO DECLARATION OF A DISASTER OR EMERGENCY 13
14
WHEREAS, the Kodiak Island Borough Assembly wishes to repeal the provisions that were put 15
in place during the declaration of COVID-19 as a global pandemic; and 16
WHEREAS, the Assembly finds that it is in the best interest of the Borough to revisit the process 17
for declaring a disaster or emergency at a later time. 18
NOW, THEREFORE, BE IT ORDAINED BY THE ASSEMBLY OF THE KODIAK ISLAND 19
BOROUGH THAT: 20
21
Section 1: This ordinance is of permanent nature and shall become a part of the Kodiak Island 22
Borough Code of Ordinances. 23
24
Section 2: That section 2.30.020, General Rules, of the Kodiak Island Borough Code of 25
Ordinances is amended to read as follows: 26
27
2.30.020 General rules. 28
29
A. Public Meetings. All official meetings of the assembly shall be open to the public. The 30
journal of proceedings shall be open to public inspection. When a disaster has been 31
declared, physical attendance by the public may be limited. When a disaster or emergency 32
is declared, broadcasting may be limited. which makes attendance by the public in person 33
inappropriate, physical attendance by the public may be limited and public access may be 34
provided by broadcast or other means. 35
B. Quorum. Four members of the assembly shall constitute a quorum. Attendance of 36
assembly members shall be in person and may not be by teleconference, except for work 37
sessions and emergency meetings. In the event of an emergency meeting, the provisions 38
set in AS. 44.62.310 shall be followed. 39
C. Absences. No member of the assembly may absent himself from any regular or special 40
meeting of the assembly except for good cause. An assembly member who is unable to 41
attend a meeting shall advise the clerk or the mayor of the contemplated absence and the 42
reason for that absence. During the course of the meeting from which the member is 43
absent, the chair shall cause the record to reflect the absence of the member, the reason 44
for the absence and whether the absence is excused by the assembly. 45
VERSION 2 -
TURNER
AGENDA ITEM #13.A.
Ordinance No. FY2022-17 Amending Kodiak Island Borough Code Section 2.30...Page 19 of 231
Kodiak Island Borough, Alaska Ordinance No. FY2022-17
Page 2 of 2
D. Rules of Order. “Robert’s Rules of Order Current Edition” shall govern the proceedings of 46
the assembly in all cases, unless they are in conflict with these rules. When such a conflict 47
exists, this chapter prevails. 48
E. If a declaration of a disaster or emergency has been issued by the President of the United 49
States, the Governor of Alaska, or the emergency services council (KIBC 2.110.030) 50
which includes areas within the Kodiak Island Borough, the mayor of Kodiak Island 51
Borough (KIBC 2.30.040(C) may determine the provisions of subsection B of this section 52
requiring in-person attendance and prohibiting participation by teleconference shall not 53
apply during the period the declaration is in effect, and assembly members may participate 54
by teleconference and be counted as part of a quorum even if they are not physically 55
present for work sessions. The mayor may determine that teleconferencing by the mayor 56
and/or an assembly member is necessary due to conditions or provisions directly related 57
to a (declared) disaster or emergency for a reasonable period of time30 days after which 58
the assembly shall vote in a regular meeting to extend the disaster or emergency. If the 59
declaration of disaster or emergency is extended, the Assembly shall revisit the 60
declaration every 30 days until such time the declaration is set aside. All votes at meetings 61
where assembly members are participating by teleconference shall be by roll call. For 62
purposes of this section teleconference includes internet video conferencing and other 63
similar real time two-way communication methods. 64
65
66
Effective Date: This ordinance takes effect upon adoption. 67
68
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH 69
THIS _________ DAY OF MAY, 2022 70
71
KODIAK ISLAND BOROUGH ATTEST: 72
73
74
___________________________ ___________________________ 75
William Roberts, Mayor Nova M. Javier, MMC, Clerk 76
77
VOTES: 78
Ayes: 79
Noes: 80
AGENDA ITEM #13.A.
Ordinance No. FY2022-17 Amending Kodiak Island Borough Code Section 2.30...Page 20 of 231
Kodiak Island Borough, Alaska Ordinance No. FY2022-17
Page 1 of 2
1 Introduced by: KIB Assembly
2 Introduced on: 04/21/2022
3 Public Hearing Date:05/05/2022
4 Postponed to: 05/19/2022
5 Adopted on:
6
7 KODIAK ISLAND BOROUGH
8 ORDINANCE NO. FY2022-17
9
10 AN ORDINANCE OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH AMENDING
11 KODIAK ISLAND BOROUGH CODE SECTION 2.30.020 GENERAL RULES BY REMOVING
12 THE PROVISIONS THAT PERTAIN TO DECLARATION OF A DISASTER OR EMERGENCY
13
14 WHEREAS, the Kodiak Island Borough Assembly wishes to repeal the provisions that were
15 put in place during the declaration of COVID-19 as a global pandemic; and
16 WHEREAS, the Assembly finds that it is in the best interest of the Borough to revisit the
17 process for declaring a disaster or emergency at a later time.
18 NOW, THEREFORE, BE IT ORDAINED BY THE ASSEMBLY OF THE KODIAK ISLAND
19 BOROUGH THAT:
20
21 Section 1: This ordinance is of permanent nature and shall become a part of the Kodiak
22 Island Borough Code of Ordinances.
23
24 Section 2: That section 2.30.020, General Rules, of the Kodiak Island Borough Code of
25 Ordinances is amended to read as follows:
26
27 2.30.020 General rules.
28
29 A.Public Meetings. All official meetings of the assembly shall be open to the public. The
30 journal of proceedings shall be open to public inspection. When a disaster has been
31 declared which makes attendance by the public in person inappropriate, physical
32 attendance by the public may be limited and public access may be provided by broadcast or
33 other means.
34
35 B.Quorum. Four members of the assembly shall constitute a quorum. Attendance of assembly
36 members shall be in person and may not be by teleconference, except for work sessions
37 and emergency meetings. In the event of an emergency meeting, the provisions set in
38 AS 44.62.310 shall be followed.
39
40 C.Absences. No member of the assembly may absent himself from any regular or special
41 meeting of the assembly except for good cause. An assembly member who is unable to
42 attend a meeting shall advise the clerk or the mayor of the contemplated absence and the
43 reason for that absence. During the course of the meeting from which the member is absent,
44 the chair shall cause the record to reflect the absence of the member, the reason for the
45 absence and whether the absence is excused by the assembly.
VERSION 1 – ORIGINAL VERSION
WHAT IS CURRENTLY ON THE FLOOR
AGENDA ITEM #13.A.
Ordinance No. FY2022-17 Amending Kodiak Island Borough Code Section 2.30...Page 21 of 231
Kodiak Island Borough, Alaska Ordinance No. FY2022-17
Page 2 of 2
46 D.Rules of Order. “Robert’s Rules of Order Current Edition” shall govern the proceedings of
47 the assembly in all cases, unless they are in conflict with these rules. When such a conflict
48 exists, this chapter prevails.
49 E.If a declaration of a disaster or emergency has been issued by the President of the United
50 States, the Governor of Alaska, or the Emergency Services Council (KIB 2.110.030) which
51 includes areas within the Kodiak Island Borough, the Mayor of Kodiak Island Borough (KIB
52 2.30.040-C) may determine the provisions of subsection B of this section requiring in person
53 attendance and prohibiting participation by teleconference shall not apply during the period
54 the declaration is in effect, and assembly members may participate by teleconference and
55 be counted as part of a quorum even if they are not physically present. The Mayor may
56 determine that teleconferencing by the Mayor and / or an assembly member is necessary
57 due to conditions or provisions directly related to a (declared) disaster or emergency for a
58 reasonable period of time. All votes at meetings where assembly members are participating
59 by teleconference shall be by roll call. For purposes of this section teleconference includes
60 internet video conferencing and other similar real time two way communication methods.
61 Effective Date: This ordinance takes effect upon adoption.
62
63 ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
64 THIS _________ DAY OF MAY, 2022
65
66 KODIAK ISLAND BOROUGH ATTEST:
67
68
69 ___________________________ ___________________________
70 William Roberts, Mayor Nova M. Javier, MMC, Clerk
71
72 VOTES:
73 Ayes:
74 Noes:
AGENDA ITEM #13.A.
Ordinance No. FY2022-17 Amending Kodiak Island Borough Code Section 2.30...Page 22 of 231
KODIAK ISLAND BOROUGH
STAFF REPORT
JUNE 16, 2022
ASSEMBLY REGULAR MEETING
Kodiak Island Borough
SUBJECT:Contract No. FY2022-40 Approval Of The Borough Clerk Employment
Agreement With Nova M. Javier, MMC
ORIGINATOR:HR Manager
RECOMMENDATION:
Move to approve Contract No. FY2022-40 employment agreement with Nova M. Javier,
MMC.
The Assembly may convene into executive session to discuss and further negotiate the
employment agreement with Ms. Javier.
Recommended motion: Move to enter into executive session to discuss the Borough Clerk
employment under the authority of KIBC 2.30.030(F) for the purpose of discussing matters
which may tend to prejudice the reputation of character of a person, who has been notified of
the potential executive session.
DISCUSSION:
The Borough Clerk is hired by and works directly to the Borough Assembly under contract.
On April 4, 2022, the Assembly entered into a temporary employment agreement with Ms. Javier to fill
the position of the Interim Clerk position. On May 10, 2022, the Borough Clerk position was advertised
in house and an application was received from Ms. Javier. At the May 26, 2022, Work Session, the
application was presented to the Assembly and direction was given to the Manager to draft an
employment agreement for the Clerk.
ALTERNATIVES:
The Assembly may approve, amend, or reject the employment agreement.
FISCAL IMPACT:
OTHER INFORMATION:
Ms. Javier has worked for the Kodiak Island Borough from December 2000 until until February 17,
2020. She also worked for the City of Kodiak from February 2020 to February 2021. She is a Certified
Municipal Clerk and a Master Municipal Clerk with 21 year of local government experience. She has
served on the Alaska Association of Municipal Clerks Executive Board for 4 years and served as its
President in 2017. Ms. Javier was awarded the prestigious Clerk of the Year award in November 2018.
AGENDA ITEM #14.A.1.
Contract No. FY2022-40 Approval Of The Borough Clerk Employment Agreemen...Page 23 of 231
Borough Clerk Employment Agreement
Contract No. FY2022-NN
Page 1 of 4
BOROUGH CLERK EMPLOYMENT AGREEMENT
THIS AGREEMENT (Agreement) is made and entered into this ____ day of June 2022,
between the KODIAK ISLAND BOROUGH (Borough) and NOVA M. JAVIER (Clerk). Borough
and Clerk may be referred to collectively as “the Parties”.
SECTION 1: SCOPE OF WORK
Borough hereby agrees to employ Nova M. Javier, MMC, as Borough Clerk of the Kodiak Island
Borough to perform the functions and duties as specified in Alaska Statutes, Kodiak Island Borough
Code, and Borough Personnel Rules and Regulations, and to perform such other legally
permissible and proper duties and functions as the Borough Assembly may prescribe. Nova M.
Javier agrees to be employed by the Borough as Borough Clerk on the terms and conditions set
forth in this Agreement. The general job duties of the Borough Clerk are set forth in the job
description attached as Appendix A and incorporated by reference.
SECTION 2: CONDITIONS OF EMPLOYMENT
A. Under Kodiak Island Borough Code 2.50.010 the Clerk is an at-will employee who is
appointed by and serves at the pleasure of the Borough Assembly. Clerk is an
administrative and/or executive employee of the legislative branch of the Borough
government, is entitled to all fringe benefits provided to any other Borough administrative
and/or executive employee, and therefore, Clerk is not entitled to receive overtime
compensation.
B. The Borough and Clerk acknowledge that the Parties may agree to an employment contract
which contains terms that modify the compensation (pay and benefits) set out in the Kodiak
Island Borough Personnel Rules and Regulations. Except to the extent specifically modified
or inconsistent with the terms of this Agreement, all provisions of the Kodiak Island Borough
Personnel Rules and Regulations are applicable to Clerk’s personnel status as a Borough
employee.
C. Clerk shall receive the salary and benefits, and shall work under the terms and conditions,
specified in this Agreement, during the three-year term of this contract, and any extension
thereof.
D. The Clerk shall be responsible to the Borough Assembly in all matters pertaining to
established Kodiak Island Borough Personnel Rules and Regulations. This does not
change the current reporting structure or any of the Clerk’s current duties. Should
supervisory direction be required between Assembly meetings, the Mayor may provide
supervisory direction to the Clerk pending Assembly direction.
SECTION 3: TERM
The term of this at-will employment contract shall be three years, beginning June __, 2022 and
terminating June __, 2025 unless earlier extended at the Assembly’s sole discretion. The Assembly
will consider whether to extend the contract no later than one year prior to the end of the term.
SECTION 4: TERMINATION AND SEVERANCE PAY
Commented [RM1]: This statement was included to
hopefully address prior issues where Human Resources
matters have arisen regarding the Clerk position. The
Assembly can determine how they would like this to be
worded and the process that we should follow if any such
issues do arise.
Commented [NJ2R1]: No objection.
Commented [NJ3]: I would prefer an open-ended
contract.
AGENDA ITEM #14.A.1.
Contract No. FY2022-40 Approval Of The Borough Clerk Employment Agreemen...Page 24 of 231
Borough Clerk Employment Agreement
Contract No. FY2022-NN
Page 2 of 4
A. Termination. The Borough Assembly may terminate Clerk at any time, for any reason or for
no reason, by delivering to Clerk written notice of termination.
1. Termination for other than good cause:
In the event of termination other than for good cause, Borough shall pay to Clerk a
severance pay in an amount equal three months’ salary, including employment taxes, but
not including retirement, insurance, ongoing leave accrual or other fringe benefits. Clerk
shall also be compensated for all accrued annual leave.
2. Termination for good cause:
In the event Clerk is terminated for good cause, Borough shall not pay severance pay to
Clerk however, Clerk shall be compensated for all accrued annual leave.
For the purpose of this section, the term "good cause" shall mean:
A willful breach, disregard, habitual or gross neglect of the duties assigned to the Clerk by
law or by the Borough Assembly, or incompetence, which is defined as the inability or the
intentional failure to perform the Clerk’s duties in a satisfactory manner. However,
termination for incompetence will require written notice and reasonable time allowed, along
with appropriate resources provided, to affect a remedy.
Good cause also includes, but is not limited to: Any conduct of Clerk bringing public
embarrassment or ridicule to the Borough; and Any conduct of Clerk involving a conviction
for any act of moral turpitude or illegality defined as a felony or a misdemeanor that tends
to reflect dishonesty.
B. Resignation. Clerk may voluntarily resign her employment as Borough Clerk at any time,
for any reason or for no reason, by delivering to the Borough Assembly notice of resignation
at least sixty (60) days prior to the effective date of resignation, unless the parties agree
otherwise. If Clerk voluntarily resigns, Borough will not be obligated to pay severance pay
to Clerk.
SECTION 5: SALARY AND BENEFITS
A. Salary. BOROUGH agrees to pay CLERK for her services, payable in installments at
the same time as other employees of the Borough, at the initial rate of $130,941
annually, plus longevity compensation, which corresponds to the rate of pay for Range
E81, Step M. The rate of pay would increase after six (6) months, provided Clerk attains
a satisfactory rating on her annual or other review. The rate of increase will be
determined by the Assembly since the starting wage is at the end of E81 scale.
Thereafter, Clerk shall receive an Assembly-approved salary increase with each
satisfactory annual review conducted after twelve (12) months, and twenty-four (24)
months.
B. Leave. Clerk shall accrue annual leave of ten (10) hours per pay period, or thirty (30)
days per year, for the term of the contract. Clerk must take at least 40 hours of leave
annually. Annual leave use of more than five (5) days shall be noticed to the Borough
Assembly at least two (2) weeks in advance, except in an emergency. Clerk may, upon
approval of the Mayor for good cause shown, cash out a total of 160 hours per calendar
AGENDA ITEM #14.A.1.
Contract No. FY2022-40 Approval Of The Borough Clerk Employment Agreemen...Page 25 of 231
Borough Clerk Employment Agreement
Contract No. FY2022-NN
Page 3 of 4
year. Such request may be made no more frequently than twice per calendar year, but
in no case exceed 160 hours of leave cash out except upon separation of employment.
C. Other benefits. Sick leave, health insurance, life insurance, disability insurance,
workers' compensation insurance, jury duty, holidays, and contributions to the Alaska
Public Employees Retirement System will be provided to Clerk in accordance with the
Kodiak Island Borough Personnel Rules and Regulations, as provided for all other
employees. Upon separation, accrued annual leave shall be paid to Clerk in
accordance with the Kodiak Island Borough Personnel Rules and Regulations.
C.D. Upon commencement of this employment contract, the Clerk’s accrued sick
leave residual from her initial employment with the Borough will be reinstated.
SECTION 6: MOVING EXPENSES
The Clerk may receive compensation for expenses incurred in moving to Kodiak in an amount not
to exceed one month’s salary, in accordance with the Kodiak Island Borough Personnel Manual
and upon completion of a Transportation Agreement. The Borough will pay for moving expenses
for furnishings and personal effects and will reimburse the Clerk for other expenses such as fuel,
lodging, transportation, and food directly associated with the move of personal goods upon
presentation of receipts.
SECTION 7: HOURS OF WORK
The Clerk shall work the hours necessary to perform the duties in Section 1. The schedule for work
shall be generally as provided in Section 601 of the Personnel Manual, but the Clerk shall work
the necessary hours to perform required duties without overtime compensation or compensatory
leave. It is recognized that the Clerk may devote time outside normal office hours to the business
of Borough and may work remotely from time to time; therefore, the Clerk may alter her work
schedule as appropriate.
SECTION 8: DUES AND SUBSCRIPTIONS
The Borough agrees to pay the following dues and expenses on behalf of the Clerk including
membership dues for the Alaska Association of Municipal Clerks, International Institute of
Municipal Clerks, Association of Record Managers and Administrators, and any additional dues
and subscriptions that are approved in the budget.
SECTION 9: PROFESSIONAL DEVELOPMENT
Borough may budget and pay for attendance at the International Institute of Municipal Clerks, the
Alaska Municipal League, and the Alaska Association of Municipal Clerks, Records Management
and any other meeting which the Assembly shall designate. All travel arrangements and expenses
will be in accordance with the Borough Travel Policy.
SECTION 10: EVALUATIONS
Clerk shall receive a full performance review annually on or prior to the contract anniversary date.
In addition, a short-form midterm review shall be conducted after the first six months of
employment.
Commented [NJ4]: I would like the premiums paid by the
Borough for my medical coverage.
Commented [NJ5]: I would like to negotiate this with the
Assembly.
AGENDA ITEM #14.A.1.
Contract No. FY2022-40 Approval Of The Borough Clerk Employment Agreemen...Page 26 of 231
Borough Clerk Employment Agreement
Contract No. FY2022-NN
Page 4 of 4
SECTION 11: INDEMNIFICATION
Borough agrees to defend, save and hold harmless, and indemnify Clerk against any tort claim,
professional liability claim, or demand or other legal action, whether groundless or otherwise,
arising out of an alleged act or omission by Clerk arising out of the course and scope of this
employment; provided, however, that the aforementioned obligation of the Borough shall not
extend to claims based on acts of intentional misconduct or gross negligence.
Borough will defend, compromise or settle any such claim or suit and pay the amount of any
settlement or judgment rendered thereon.
SECTION 12: GENERAL PROVISIONS
A. This Agreement shall constitute the entire agreement between the parties.
B. This Agreement shall be binding upon and inure to the benefit of the heirs-at-law and
executors of Clerk.
C. This Agreement shall be in effect for the term agreed upon by the parties and listed above,
or until Clerk resigns or is terminated under the provisions of Section 3, above.
D. If any provision, or any portion thereof, contained in this agreement is held to be
unconstitutional, invalid, or unenforceable, the remainder of this agreement or any portion
thereof, shall be deemed severable, shall not be affected, and shall remain in full force and
effect.
E. This contract may only be amended by a writing signed by both Parties. Provided, however,
that any increases in compensation approved by the Assembly pursuant to section 5 shall
be incorporated without requiring a signed writing.
IN WITNESS WHEREOF, the Kodiak Island Borough (Borough) and Nova M. Javier (Clerk)
hereby accept the above conditions, set their hand and seal to execute this Agreement, this ____
day of ______________, 2022.
CLERK: BOROUGH:
Nova M. Javier, MMC, Borough Clerk Deputy Presiding Officer
ADMINISTRATION: ATTEST:
_____________________________ ____________________________
Roxanne Murphy, Borough Manager Lina Cruz, Deputy Clerk
AGENDA ITEM #14.A.1.
Contract No. FY2022-40 Approval Of The Borough Clerk Employment Agreemen...Page 27 of 231
KODIAK ISLAND BOROUGH
CLASS SPECIFICATION
Director
Director 08/2014
CLASS SERIES BAND/GRADE/SUBGRADE FLSA STATUS
Management E81 – E83 Exempt
CLASS SUMMARY:
This class is the second level in a two level Management series. Incumbents are responsible and
accountable for directing a Borough department including its personnel, budget, and resources.
Responsibilities include: exercising strategic and visionary thinking having long-term organization-
wide application and impact; developing and implementing programs critical to the Borough;
making recommendations to the Assembly and Borough Manager; developing and implementing
policy initiatives; setting the tone, climate and vision for the department; and, ensuring
compliance with statutory responsibilities and directives.
ESSENTIAL DUTIES:
This class specification represents only the core areas of responsibilities; specific position
assignments will vary depending on the needs of the department.
PERCENT OF
TIME
Supervises staff to include: prioritizing and assigning work; conducting
performance evaluations; ensuring staff is trained; ensuring that employees
follow policies and procedures; maintaining a healthy and safe working
environment; and, making hiring, termination, and disciplinary recommendations.
Daily
35%
Develops, implements, and evaluates departmental policies, procedures,
strategies and goals. Maintains and ensures procedural and regulatory
compliance of programs.
Daily
20%
Provides advice in area of expertise to the Assembly, Borough Manager, and
management teams. Provides management review, recommendations and gives
presentations in support of program development and strategic direction.
Daily
5%
Facilitates, leads, and/or participates in meetings, proceedings, and committees;
represents the department and Borough at meetings and conferences; and
serves as a liaison between departments, external organizations, the general
public, and other agencies.
Weekly
15%
Researches, analyzes, and makes recommendations for cost effective
improvements in departmental operations. Designs, administers, and evaluates
departmental programs and services.
Weekly
5%
Directs and participates in the preparation of departmental budgets, financial
reports, and operational and/or capital improvement budgets. Monitors revenues
and expenditures.
Monthly
10%
Performs other duties of a similar nature and level as assigned. As Required
CONTRACT NO. FY2022-40
APPENDIX A
AGENDA ITEM #14.A.1.
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KODIAK ISLAND BOROUGH
CLASS SPECIFICATION
Director
Director 08/2014
POSITION SPECIFIC RESPONSIBILITIES MIGHT INCLUDE:
`
Positions assigned to Assessor may be responsible for:
Compiling, analyzing and modeling property market data;
Reviewing and defending assessments;
Preparing statistical analysis and determining validity of assessment methods;
Providing advanced appraisal assessments of complex properties.
Positions assigned to the Clerk’s Office may be responsible for:
Serving as administrator of the Assembly;
Serving as chief administrator of Borough elections;
Managing municipal records.
Positions assigned to Community Development may be responsible for:
Analyzing land use issues and presenting formal recommendations;
Managing and reviewing technical analyses to ensure consistency with adopted plans;
Serving as Acting Administrative Official in Borough Manager’s absence;
Positions assigned to Engineering and Facilities may be responsible for:
Planning, managing and implementing capital project development;
Directing and providing contract administration;
Directing operations of solid waste and environmental quality management;
Providing oversight of facilities maintenance program, including landfill and KFRC.
Positions assigned to Finance may be responsible for:
Preparing the Comprehensive Annual Financial Report;
Directing Borough funding and risk management program;
Directing accounts payable and payroll;
Preparing and supervising the preparation of the Borough budget;
Administering Borough ledger;
Providing oversight of IT department.
TRAINING AND EXPERIENCE:
Bachelor’s Degree in a related field and 7 years of progressively responsible management experience
directly related to the area assigned; or, an equivalent combination of education and experience
sufficient to successfully perform the essential duties of the job such as those listed above.
AGENDA ITEM #14.A.1.
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KODIAK ISLAND BOROUGH
CLASS SPECIFICATION
Director
Director 08/2014
LICENSING/CERTIFICATIONS:
State of Alaska Driver’s License.
Depending on area of assignment, may require:
Alaska Assessor Appraiser Certification;
Municipal Clerk Certification.
KNOWLEDGE OF:
Applicable Federal, state and local laws, codes, regulations and/or ordinances;
Management and leadership principles;
Public administration and governmental operations;
Advanced theories and principles of assigned area;
Budget administration principles;
Financial management principles;
Strategy development principles and procedures;
Program development principles and techniques;
Negotiation techniques;
Public relations principles;
Modern office equipment.
SKILL IN:
Interpreting and applying applicable laws, codes, regulations and standards;
Managing, mentoring and evaluating staff;
Directing public programs;
Planning, analyzing and evaluating programs, services, operational needs and fiscal constraints;
Planning strategic operations and programs;
Developing and implementing policies and programs in support of strategic direction;
Preparing and administering division budget;
Ensuring compliance with applicable Federal, state and local regulations;
Analyzing, interpreting and understanding technical information of assigned area;
Negotiating and mediating;
Managing and administering contracts;
Preparing and delivering public presentations;
Utilizing a computer and relevant software applications;
Communication, interpersonal skills as applied to interaction with coworkers, supervisor, the
general public, etc. sufficient to exchange or convey information and to receive work direction.
AGENDA ITEM #14.A.1.
Contract No. FY2022-40 Approval Of The Borough Clerk Employment Agreemen...Page 30 of 231
KODIAK ISLAND BOROUGH
CLASS SPECIFICATION
Director
Director 08/2014
ADA AND OTHER REQUIREMENTS:
Positions in this class typically require: climbing, standing, walking, lifting, fingering, talking, hearing,
seeing and repetitive motions.
Light Work: Exerting up to 20 pounds of force occasionally, and/or up to 10 pounds of force frequently,
and/or negligible amount of force constantly to move objects. If t he use of arm and/or leg controls
requires exertion of forces greater than that for Sedentary Work and the worker sits most of the time,
the job is rated for Light Work.
Incumbents may be subjected to extreme temperatures, travel and environmental conditions such as
disruptive people, imminent danger, and a threatening environment.
NOTE:
The above job description is intended to represent only the key areas of responsibilities; specific
position assignments will vary depending on the business needs of the department. This job
description does not constitute an employment agreement between the employer and the employee
and is subject to change by the employer as the needs of the employer and requirements of the job
change.
CLASS HISTORY INFORMATION:
Draft prepared by Fox Lawson & Associates LLC (BS) Date: 01/2013
Adopted by KIB Ordinance 2014-16; 05/15/2014
Finalized by KIB, Date: 08/2014
APPROVED:
8/29/14
BOROUGH MANAGER DATE
AGENDA ITEM #14.A.1.
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KODIAK ISLAND BOROUGH
STAFF REPORT
JUNE 16, 2022
ASSEMBLY REGULAR MEETING
Kodiak Island Borough
SUBJECT: Resolution No. FY2022-28 Of The Assembly Of The Kodiak Island Borough
Approving Funding Of The Kodiak Economic Development Corporation
(KEDC)
ORIGINATOR: Dora Cross, Finance Director
RECOMMENDATION:
Move to adopt Resolution No. FY2022-28.
DISCUSSION:
This resolution is at the request of Assembly Member Aimee Williams.
The attachments provided in this packet were provided by Mr. Whiddon from KEDC. Mr.
Whiddon noted in his email that KEDC is planning on applying for an EDA grant to develop a
Local Economic Development Plan (LEDP) similar to the Haines 5 year Economic Development
Plan (attached). Because KANA developed a regional CEDS (attached) that focuses primarily
on the rural regions of Kodiak, there is no current economic data for the Kodiak road system.
The LEDP would be developed in lieu of an actual CEDS and would include more specific
detailed data about key industries and economic trends in Kodiak.
Included in the packet is a Project Tracker that identifies the various projects that KEDC is
currently pursuing. Mr. Whiddon intends to update the Assembly at the meeting on Thursday
night.
The resolution, if approved, would allow the Borough to enter into a grant agreement granting
KEDC $20,000 to be used for purposes of working on the yet uncompleted tasks on the task
list presented. While these funds would not be the only fund source, and are not sufficient to
complete all tasks, they would assist in completion of these tasks, and expenditure of the funds
would be restricted to the tasks listed.
ALTERNATIVES:
Not to approve the resolution.
FISCAL IMPACT:
FY2022 has already appropriated $20,000 to the Economic Development department which
has not been spent.
OTHER INFORMATION:
KIB Strategic Plan For Years 2018-2023 is attached for reference.
AGENDA ITEM #14.B.1.
Resolution No. FY2022-28 Of The Assembly Of The Kodiak Island Borough Ap...Page 32 of 231
Kodiak Island Borough, Alaska Resolution No. FY2022-28
Page 1 of 2
Introduced by: The Manager Thru the Mayor 1
Drafted by: Finance Director 2
Introduced on: 06/16/2022 3
Adopted on: 4
5
KODIAK ISLAND BOROUGH 6
RESOLUTION NO. FY2022-28 7
8
A RESOLUTION OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH APPROVING 9
FUNDING OF THE KODIAK ECONOMIC DEVELOPMENT CORPORATION (KEDC) 10
11
WHEREAS, the Kodiak Island Borough Assembly has developed and approved a strategic plan 12
for the Borough and one of the strategic directions in the plan is to foster responsible economic 13
growth throughout the Borough; and 14
15
WHEREAS, within that Strategic Plan has listed as a priority the need to collaborate with other 16
governmental entities, tribes, and civic organizations to enhance economic development within 17
the Borough; and 18
19
WHEREAS, the Kodiak Island Borough Assembly appropriated $20,000 in the FY22 budget 20
within the General Fund Economic Development department; and 21
22
WHEREAS, the Kodiak Island Borough Assembly has received a current project list from 23
KEDC, a copy of which is attached as Appendix A to this resolution and incorporated herein, 24
which advances the Borough’s economic development objectives; and 25
26
WHEREAS, the Kodiak Island Borough Assembly finds that it is in the Borough’s best interests 27
to grant funds to KEDC to carry out the projects on the list. 28
29
NOW, THEREFORE, BE IT RESOLVED BY THE ASSEMBLY OF THE KODIAK ISLAND 30
BOROUGH that: 31
32
Section 1. The Kodiak Island Borough approves the award of a grant of $20,000 to the Kodiak 33
Economic Development Corporation for the purposes of assisting in completion of the 34
remaining tasks on the KEDC current projects tracking list. 35
36
Section 2. The Borough Manager is authorized to execute a grant agreement with KEDC and 37
take such other steps as may be required to implement this resolution and provide the grant 38
to KEDC. 39
40
41
42
43
44
AGENDA ITEM #14.B.1.
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Kodiak Island Borough, Alaska Resolution No. FY2022-28
Page 2 of 2
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH 45
46
THIS __________ DAY OF _______________, 2022 47
48
KODIAK ISLAND BOROUGH ATTEST: 49
50
51
___________________________ ___________________________ 52
William Roberts, Mayor Nova M. Javier, Interim Clerk 53
54
VOTES: 55
Ayes: 56
Noes: 57
AGENDA ITEM #14.B.1.
Resolution No. FY2022-28 Of The Assembly Of The Kodiak Island Borough Ap...Page 34 of 231
KEDC Project Tracker
STATUS
ANTICIPATED
COMPLETION
DATE
PRIORITY PROJECT/TASK NOTES ASSIGNED TO NEXT STEPS
COMPLETE 44651 HIGH
Denali Commission
Quarterly Report
The Denali Commission Quarterly
Report must be submitted by
March 31st.
John Complete and submit
report.
COMPLETE 44645 HIGH
City Quarterly Report A quarterly report must be
submitted to the City of Kodiak to
inform on KEDC's progress.John N/A
COMPLETE 44682 LOW
Project Manager Job
Description
Job description for part-time
Project Manager position that
outlines duties and
responsibilities.
Board Create a rough draft of
JD for board to discuss.
COMPLETE 4/10/22-4/11/22 LOW
Grant Training Program Alaska Federal Grants Symposium
/ Infrastructure, Grant
Development, and Workforce
Planning
John and
Mallory N/A
APPENDIX A
AGENDA ITEM #14.B.1.Resolution No. FY2022-28 Of The Assembly Of The Kodiak Island Borough Ap...Page 35 of 231
IN PROGRESS 44682 HIGH
Website Development Create and publish an up-to-date
website that highlights
information about KEDC, as well as
updates on the progress of
projects. The website will serve as
a resource for timely economic
information and outline KEDC's
goals, core values, current
projects, and about information.
John and
Mallory
Send website creator
information from the
strategic planning
session. Mallory will
obtain photos of board
members to send to
website creator.
IN PROGRESS 44682 HIGH
KEDC Committees Committees are needed that
represent KEDC priority focuses
(housing, information resource,
mariculture).
John and
Mallory
Create committees for
KEDC priority focuses
and elect committee
chairs.
IN PROGRESS 44757 HIGH
Workforce Housing
Committee The Workforce Housing
Committee has met three times to
discuss possible solutions to the
housing crisis facing the Kodiak
workforce. The committee plans
to prepare a proposal with
outlined solutions to the City and
Borough.
Karl
Outline potential
solutions in a proposal
for the City and
Borough.
IN PROGRESS 44679 MEDIUM
Cost of Living Index
Research The Cost of Living Index Research
will allow price comparison of
different essential goods. The
research will be done in quarter 2
of the fiscal, with results published
in August of 2022.
Mallory
Collect and input data
for different goods
across Kodiak.
IN PROGRESS MEDIUM Denali Commission Grant $250k grant request for Kelp
Processing Pilot Program.John AGENDA ITEM #14.B.1.Resolution No. FY2022-28 Of The Assembly Of The Kodiak Island Borough Ap...Page 36 of 231
IN PROGRESS 44699 HIGH
Governance Restructuring Agenda template, board member
packets for meetings, expectations
outlined, monthly meeting
cadence, determine metrics (KPI)
Mallory
Mallory will be creating
templates and Board
Member expectation
documents to distribute.
IN PROGRESS HIGH
MARAD Grant Grant to replace large scissor lift
and telescoping forklift, material
handler for the shipyard.
John Application in process.
IN PROGRESS HIGH
Sustainable Funding Model Develop and implement a
sustainable funding model that
allows KEDC to operate with one
part-time Project Manager and
one full time Chief Executive
Officer.
Board
Discuss different models
that could support
KEDC's goals.
ON HOLD 44713 LOW
CEO Job Description Job description for full-time CEO
position that outlines duties and
responsibilities
Board Create a rough draft for
board to discuss.
COMPLETE 44631 HIGH
Strategic Planning Session Complete a strategic planning
session facilitated by The Foraker
Group
John and
Mallory Complete.
IN PROGRESS 44727 HIGH Document for Kodiak
Strategic Plan Grant from EDA.John
IN PROGRESS 44711 HIGH
McKinley Equity Investment
Group Meet with the McKinley Equity
Investment Group about potential
opportunities with Pacific
Spaceport Complex - Alaska,
Mariculture, and Fleetzero.
John and
Mallory
Continute to discuss
future opportunities.
IN PROGRESS 44699 MEDIUM
Economic Overview Report
and Jobs Report Sponsorship opportunities for the
reports located on KEDC's website.John
Obtain 8 sponsors for
the quarterly reports. (2
sponsors per quarter).AGENDA ITEM #14.B.1.Resolution No. FY2022-28 Of The Assembly Of The Kodiak Island Borough Ap...Page 37 of 231
IN PROGRESS 44685 MEDIUM
Meet with PSCA to discuss
economic partnership
opportunities.
Mallory will be touring the
Spaceport Complex in Kodiak and
discussing opportunities for
partnership in economic
development in Kodiak.
Mallory
Create partnership
options for workforce
development and future
sponsorships.AGENDA ITEM #14.B.1.Resolution No. FY2022-28 Of The Assembly Of The Kodiak Island Borough Ap...Page 38 of 231
August 2018
Prepared for Prepared by
5-Year Economic
HAINES
Development Plan
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2
Haines Economic Development Corp.
is a nonprofit corporation with
a mission to realize economic
development in Haines Borough
through research, community
engagement, and strategic
planning.
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Haines 5-Year Economic Development Plan
3
Letter from HEDC Board
Dear residents of the Haines Borough,
This 5-Year Economic Development Plan, along with the Economic Baseline Report, is the culmination
of eight months of work by the Haines Economic Development Corporation in cooperation with
McDowell Group. HEDC is a nonprofit corporation with a mission to realize economic development in
Haines Borough through research, community engagement, and strategic planning. As part of our first
year of work, we coordinated and facilitated these two important projects to build a base of economic
data specific to Haines and outline a plan for economic development.
This is a plan for the community and serves as a blueprint for how HEDC will facilitate economic
development over the next five years.
The following plan builds on extensive public input and economic data for the community. It is an
action plan with specific ideas that have been vetted as having community support, a high probability
of success and reward for the community and measurable outcomes. Other considerations include if
the initiative has potential for creating jobs, if HEDC will have the capacity to make it successful and if
it enhances opportunities for entrepreneurs or existing businesses and industry. The plan also leaves
the door open to consider additional projects or ideas. We’ve established policies and tools to evaluate
new ideas before committing to them, making sure they align with our goals and resources.
Our Guiding Principles are not only a map for the work we will undertake but also in how we will
operate our organization; with inclusiveness, sustainability, collaboration and leadership. Specifically,
the board commits to the following for our organization in the next five years:
● Provide continuing education and networking opportunities for HEDC staff and board
● Collaboration with other local and regional organizations
● Partnership with Haines Borough staff and elected officials
● Secure additional funding opportunities for specific initiatives and programs
● Maintain open and inclusive communication with the community
● Adherence to our founding and guiding documents
HEDC staff and board of directors is fully committed to executing this plan, in partnership with the
borough and other organizations, over the next five years for the economic benefit and health of our
community. We invite you to join us in this adventure.
HEDC Board of Directors
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4
This document will be used to guide the work of
the Haines Economic Development Corporation
(HEDC). The objectives and strategies provide
flexibility for HEDC to work with entrepreneurs and
businesses in all sectors. This approach also re-
flects strong support by HEDC and among Haines
residents for small business development and for
fostering residents’ entrepreneurial spirit. The plan
will also guide the actions of public and private
organizations working towards similar objectives.
Economic development is deploying a suite of
strategies that can enhance the quality of life and
economic resiliency of Haines. It requires under-
standing the local economy and the forces shap-
ing it, and identifying strategies that align with the
community’s vision, priorities, and opportunities.
The foundation for the 5-Year Economic Devel-
opment Plan is the extensive data collection and
analysis conducted in the initial project phase
and incorporated in the Economic Baseline Re-
port (June 2018). The comprehensive assessment
of Haines’ economic conditions includes data
and trends in employment, income, population,
housing, and transportation. The report includes
an analysis of Haines’ major economic sectors
including visitor, seafood, mining, health care and
senior services, and forest products. Additional
analysis is also provided on local arts and culture,
non-profits, and agriculture. In addition to gather-
ing and analyzing industry-level data, the McDow-
ell Group study team conducted more than 60
interviews to gain insights on industry trends and
opportunities.
The Economic Baseline Report also included re-
sults from a statistically representative telephone
survey of Haines residents and an online survey
allowing broad participation and input. The sur-
veys establish a baseline of community attitudes
and priorities concerning household and commu-
nity economic well-being. The project team con-
ducted public meetings at project initiation and to
review draft Economic Baseline Report findings.
Small group discussions were held at the Haines
Senior Center and Haines High School. The proj-
ect team also reviewed recent Haines planning
documents and researched best practices and
examples from other communities.
Selection of development strategies for inclu-
sion in the plan began with compilation of ideas
generated in public meetings, project interviews,
community survey responses, Haines Borough
Comprehensive Plan, project team meetings, and
HEDC board meetings. The project team exam-
ined the ideas against a set of criteria and con-
siderations that included: alignment with HEDC’s
mission, vision, guiding principles, focus areas,
and bylaws; level of community support; potential
to generate year-round jobs and enhance the tax
base; potential partners and resources; ability to
leverage public and private funding; contribution
to economic diversification and resiliency; respon-
siveness to HEDC/local influence; and, anticipated
timeframe for results. The project team and HEDC
met via teleconference and in person to review
and refine the development plan objectives and
strategies.
By implementing this plan, HEDC will help re-
tain and grow existing businesses by proactively
addressing opportunities and obstacles. HEDC
will also attract new residents seeking quality of
life and economic opportunity. Given the many
external factors beyond HEDC’s control, this plan
will enhance Haines’ economy through empower-
ment of residents and provide needed flexibility to
address things currently unforeseen.
Introduction
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Haines 5-Year Economic Development Plan
5
Key findings from the Economic Baseline Report
are summarized in the following section to provide
context for the development plan initiatives.
Population and
Demographics
Haines’ popula-
tion has gradually
declined since
2012 due largely
to outmigration.
Compared to the
statewide average,
Haines’ residents are considerably older (49.3 vs.
34.9). One-third of the population is 60 or older
(increasing by 51 percent since 2007). In con-
trast, those under
20 decreased by
11 percent and
those aged 40-59
decreased by 24
percent.
Haines experienced
a 9 percent decline in
wage and salary em-
ployment and an 11
percent decline in total
wages since 2007. Total
employment, however,
has remained relative-
ly stable due to a 10
percent increase in
self-employment
since 2012.
The growing
number of retir-
ees influences
Haines’ reliance
on non-earnings
income, which
is significantly
greater than the
statewide average
(51 percent vs. 34
percent).
Haines Borough business sales tax receipts in
2017 totaled nearly $3.2 million, up 6 percent from
2016. Retail and tourism sectors accounted for
most of the increase.
Overview of Haines Economy
2012 2017
Haines Population
2,6072,4592012 20171,061965Haines Wage/Salary Jobs
Haines Population
by Age Group
60+ Years
32%
<20 Years
20%20-39 Years
19%
40-59 Years
29%
Personal Income by
Source, 2016
Personal Transfer Payments
22%
Dividends, Interest & Rent Income
29%
Resident Earnings
49%
% Change in Sales Tax Receipts, 2016-17
TOTAL
Tourism
Retail
Dining
Services
Lodging
Construction
+6%
+16%
+6%
+3%
+2%
+1%
-6%
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6
The Haines economy is built on a diverse mix
of business and government activity. While the
tourism, seafood, and health care sectors have
the largest economic footprints in the community,
mining, the arts, forest products, and other activ-
ities are also part of the community’s economic
fabric. Further, Haines is in an enviable position of
having several industry sectors with strong current
or future growth prospects.
Haines hosted approximately 130,000 visitors in
2017. The largest market segment was cruise ship
visitors, with 51,200 passengers on ships docked
in Haines and 43,000 passengers from ships
docked in Skagway. Cruise passengers calling
directly in Haines are projected at 68,100 passen-
gers in 2019.
Employment in Haines’ leisure and hospitality
sector averaged 210 jobs in 2016, with $4.4 mil-
lion total wages. Peak season employment in the
sector reached approximately 370 jobs in July and
August 2016. These figures do not include jobs
and wages generated by visitor spending in the
retail or transportation sectors.
Economic Drivers
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 201950,00044,00032,00027,00031,00034,00029,00043,00042,00051,00056,00068,000Projected
Cruise Passenger Traffic
2008-2019
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Haines 5-Year Economic Development Plan
7
In 2016, Haines residents held 160 limited entry
permits and owned 86 commercial fishing vessels;
an additional 96 residents participated as crew.
Over a ten-year period, harvest value ranged be-
tween a high of $9.3 million in 2012 and a low of
$5 million in 2015, after adjusting for inflation.
The health care and social services sectors ac-
counted for 162 jobs and an estimated $5.7
million in annual wages. There are 14 employers in
the health care and social services sector. With 59
employees, SEARHC is one of the largest employ-
ers in Haines and the primary health care provider.
In 2016, the mining industry directly accounted for
79 jobs. The Palmer Project employed 64 workers,
mostly seasonal, with half based in Haines. The
community is currently home to 31 Kensington
Mine and Greens Creek Mine employees.
Haines’ arts sector includes visual arts, performing
arts, and numerous arts organizations. A recent
survey indicated that 80 residents had full-time or
part-time earnings from the arts, including artists,
teachers, employees of galleries and museums,
and arts-related non-profits.
Haines’ forest products industry includes three
small commercial mill operators and numerous
small-scale operations supporting local construc-
tion as well as manufacturing of furniture, cabi-
nets, boats, musical instruments, skis, and more.
A state-sponsored timber harvest could offer up
to 150 million board feet of Haines area timber
over the next decade.
Additional sectors with significant impact in
Haines include:
Government: 197 jobs and $15.7 million in wages.
Retail: 192 jobs and $4.7 million in wages.
Accommodation & food service: 176 jobs and $3.2 million in wages.
Entertainment & recreation: 151 jobs and $3.3 million in wages (this sector overlaps with arts and culture).
Further information on Haines economic
indicators and employment can be found in the
Economic Baseline Report.
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016$7.0$8.4$6.0$7.9$8.4$9.3$7.1$7.3$5.0$6.0Resident Seafood Harvest Value
2007-2016 • millions of dollars • adjusted for inflation
Cruise Passenger Traffic
2008-2019
HIGH
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8
Analysis of Strengths, Weaknesses,
Opportunities, and Threats
The SWOT analysis was developed in consultation with the HEDC board. The initial findings are drawn
from the Economic Baseline Report. The qualitative comments are based on project interviews, pub-
lic comments, and assessment by the project team and HEDC. In general, strengths and weaknesses
capture factors internal to Haines, while opportunities and threats are external. This analysis helped to
focus the development plan objectives and strategies.
Qualitative
Natural beauty
Small-town character
High quality of life
Subsistence lifestyle
Native culture and arts
Vibrant arts and culture sector
Historic Fort Seward, Main Street, waterfront
Notable brewery, distillery, and restaurants
Proximity to Juneau and Whitehorse
Year-round outdoor recreation opportunities
Relatively low cost of housing
Appealing special events for residents and visitors
Momentum in the economy
Optimism among residents
Opportunities for residents with entrepreneurial skills
Qualitative
Political polarization among community members
Borough lacks understanding of policy impacts and consistency
Limited appetite for growth among many residents
Younger residents and families particularly dissatisfied with lack of economic opportunities
Lack of restaurants in winter
Cost of living higher for freight, energy, phone, and internet services
Lack of connectivity between distinct areas in downtown (Fort Seward, Main Street, fairgrounds, waterfront), limiting visitor spending and satisfaction
Areas of blight, lack of central population density
Lack of developed recreational opportunities (recreation center, ski area)
Relatively difficult to reach for heli-skiers, limited bad-weather options
Strengths
Baseline Data
Self-employment increased by 10% between 2012 and 2016
Stable/slight growth in 20-39 year-olds (+4% since 2008)
Sales tax receipts increasing
Highway traffic increasing (+34% between 2011 and 2017)
Tourism sector strength ($20-$25 million in annual spending)
Direct cruise ship calls increasing
Excursion Inlet impacts
Haines Packing Co. impacts: local buyer, employer, and visitor attraction
Growth potential for existing and new local manufacturers
Potential Palmer Project and near-term exploration jobs
Kensington/Greens Creek workers
Health care and social services sector growth
Non-profit sector contributions
State lands timber sale
Professional services/accommodation job growth
Deep water port
Weaknesses
Baseline Data
Wages and salary jobs decline (-11% and -9% between 2007 and 2016)
Low average wages
Unemployment (9.1% compared to 7.2% statewide)
Population declining due to net out-migration (-142 residents between 2012 and 2017)
Resident employment declined by 20% between 2008 and 2017
Residents age 40-59 decline (-24% since 2008)
Ferry and air traffic decline
Community opposition strongest toward sectors with anticipated near-term growth: large cruise ships (17% opposed to growth), timber harvest (18%), and mining (35%)
Dependence on non-earnings income
Sharp seasonality of local economy
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Haines 5-Year Economic Development Plan
9
Qualitative
Carnival/Survey Point Holdings purchase of White Pass creates pressure to secure long-term berthing space and competitive alternatives to Skagway
Haines position as “Adventure Capital of Alaska” has greater potential to enhance residents’ quality of life and attract location-neutral workers and visitors; residents also support trail and outdoor recreation infrastructure
Strong support and opportunity for growth in winter tourism, agriculture, small ships, and arts
Strong support for small business and entrepreneur support programs
Skagway Ore Terminal long-term lease uncertainty enhances Haines port appeal
Timber and mining developments can create roads and enhance access
Ability to attract corporate and individual investment through new federal Opportunity Zone program
Qualitative
Need to ensure economic impacts from cruise growth, timber sale, mine development, and highway construction supports long-term economy and quality of life (housing, downtown core, public infrastructure and services)
Haines Highway construction could deter highway visitor traffic
Aging population increases pressure on health care and related services
Uncertainty in national and international policy, fiscal situation, and regulatory environment affects the community and local businesses
Opportunities
Baseline Data
AMHS dayboat service beginning soon
Timber endowment; UA/State lands timber sale and associated opportunities for harvest, local mills, support services, and Chilkoot Lumber dock improvements
Mineral endowment; Constantine exploration and associated opportunities for employment and support services
Growth in Alaska cruise market
Increased use of Portage Cove Dock for small cruise ships and Skagway fast ferry
Haines Highway construction economic impacts and long-term highway improvements
Increased Shared Fisheries Tax revenue due to production shifts from Petersburg to XIP
Opportunities for older adults and seniors as entrepreneurs, business mentors, and volunteers (one-third of population is 60 and older; +51% since 2008)
Threats
Baseline Data
Ferry service reductions and interruptions
2015/16 Fishing sector earnings and participation on low-range of 10-year average
Local dependence on chum/sockeye
Decline in 10-19 year-old population (-21% since 2008)
Decline in school enrollment
Declining condition of Lutak dock could disrupt ocean freight and/or increase costs
Port Chilkoot Dock may not accommodate increasingly larger cruise ships
State budget situation affecting state and community programs; potential for state and local tax increases
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The development plan reflects the
guiding principles, focus areas,
and feedback articulated by HEDC
board, staff, and community.
“Development strategies are grouped into
near term, mid term, and long term—
recognizing level of urgency, time needed
for implementation, and HEDC capacity.
The plan also recognized the Economic
Development strategies outlined in the
Haines Borough Comprehensive Plan,
adopted in 2012.”
HEDC Guiding Principles
FORMATION: Through public funding, a public/private partnership exists between the community and HEDC to support and realize economic development goals.
EDUCATION: Our goal is to help the community understand what “economic development” and “economic health” mean and explore the opportunities this effort presents.
INITIATIVES: We will initiate programs and promote public policies that further the community’s economic development goals. Initiatives will be considered for both short-term and long-term development and will be measured for effectiveness in moving the community toward its goals.
INCLUSIVENESS: Economic development is for the benefit of all borough residents. HEDC will advance concepts and ideas through information, research, education, and analysis that inform community discussions. We recognize the qualities that draw economic development to our community without effort and will build on those assets to maximize our planning efforts.
Haines Economic Development Plan
SUSTAINABILITY: HEDC will lead the community in efforts that strive to meet the needs of our community now, without compromising the ability of our future generations of the borough to meet their own needs in maintaining economic health.
FACILITATION: All opinions and ideas from the community will be considered when discussing economic development ideas and goals. We will emulate and facilitate civil discussions in striving for inclusion in economic planning. HEDC will make economic planning engaging and thought provoking. HEDC will encourage the sharing of ideas and discourage uncivil or distracting rhetoric in our planning efforts.
COLLABORATION: We are fueled by a combination of energetic long-time residents and newcomers anxious to share their skills, talents and experience. We invite and embrace the contributions of all residents in sustaining our economic health as a community.
LEADERSHIP: Through a conscious commitment to our Guiding Principles, HEDC will dedicate resources, initiate programs, and promote policies that realize economic development.
“In our efforts, we will strive to focus
on the following areas:”
HEDC Focus Areas
Our community’s knowledge and understanding of economic planning and economic health
Our entrepreneurial and small business opportunities
Opportunities for existing or burgeoning industries
Training and mentoring opportunities for the trades industry
Our natural resources to provide continued opportunity and sustenance for residents and a distinctive experience for visitors
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economic development entities; serve as conduit of economic development information to the community.
Publicize and promote Haines economic development successes.
Mid Term Priority (Years 3-5)
Investigate and increase awareness sur-rounding motivating factors for arriving and departing Haines residents to under-stand underlying issues driving in-migra-tion and out-migration. Develop policy recommendations in response to trends.
Develop an entry/exit survey and conduct interviews with individuals and families arriving/leaving Haines.
Document, analyze, and publicize contributing factors annually.
Conduct economic impact studies, eco-nomic development research, and com-munity surveys as needed.
Objective 1
Increase Community Economic Development Awareness and Engagement
Goal Statement: By proactively engaging
Chilkat Valley residents, and by sharing
relevant information regarding economic
development issues, community members
will be empowered and motivated to par-
ticipate productively in development ac-
tivities. (Aligns with Objective 3F in Haines
Borough Comprehensive Plan.)
Strategies
Near Term Priority (Years 1-2)
Produce and provide objective informa-tion to the community surrounding key economic development issues, promote awareness of Haines’ key economic sec-tors, and promote awareness of threats, opportunities, and achievements in the economy.
Develop and implement an annual communications plan, prioritize economic development and communi-cation topics, identify key conferences and profession-al education opportunities.
Organize and host relevant economic development forums and presentations in partnership with local and regional economic development agencies.
Research, write, and distribute economic development articles, newsletters, and annual reports.
Maintain and update key community economic de-velopment data; work with the business sector and Borough to improve tax data reporting.
Create a digital/social media strategy; update and expand website content.
Stay abreast of relevant economic development issues and opportunities through maintaining close relation-ships with local, tribal, state, federal, and regional
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Performance Metrics
Action Metrics
HEDC will host/sponsor economic development-related community meetings and presentations.• Number of meetings/presentations
• Number of attendees
• Topics covered
Write, research and publish economic development
literature and articles.
• Number of newsletters and related documents created
• Annual Report
• Total reach
Maintain and update data collection.• Updated and published Haines economic baseline data
• Recommendations for data collection improvement provided to the Borough
• Changes in data collection process
Stay current with economic development trends and opportunities.• Number of meetings with economic development partners
• Number of conferences attended
Implement digital and social media communications plan.• New content added to website
• Number of social media posts
• Number of unique website visitors (segmented by resident/non-resident)
• Number of impressions/likes generated by social media
• Number of followers
Better understand factors leading to in-migration and out-migration. • Number of surveys conducted
• Report produced
Conduct economic development research at the behest of the Borough and HEDC board.• Research conducted and results
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Business
Retention and
Expansion (BRE)
One of the most commonly employed tools
by economic development practitioners globally
is a Business Retention and Expansion program
(BRE). The program strengthens the relationship
between a community and its existing
businesses and improves the overall business
climate. Most job growth and investment is
created by established businesses and residents
that have a vested interest in the community.
There is great merit in helping businesses
expand, and supporting those that are struggling,
since any jobs lost due to business closures
are difficult to replace with outside business
attraction and investment.
Though there are varying degrees of complexity
across BRE programs, they are generally
cost-effective to implement and capable of
leveraging community assets. Through regular
and formalized contact, such as structured
interviews, an economic development
professional is able to flag companies that need
support and proactively connect it to appropriate
support programs. Additionally, an economic
developer is able to identify broader community
issues and policies that may be damaging the
economic vitality of its business climate or
suppressing entrepreneurship. While not an
absolute necessity, numerous BRE software tools
have been developed to assist the practitioner
in executing surveys and organizing resulting
information, thus providing cost-effective
solutions that increase productivity and impacts.
While BRE programs focus on established
businesses, they also play a key role in
supporting aspiring entrepreneurs. Many BRE
programs incorporate an external marketing and
community awareness component to promote
opportunities and ensure that those looking to
start a business are aware of its services. As the
program develops, and community members
become more familiar with the economic
development agency, more individuals will seek
its services through referral.
Source: www.iedconline.org/?p=Guide_BRE
Objective 2
Strengthen Economic Foundations
Goal Statement: Sustain and enhance Haines’ exist-
ing businesses and economic foundations while
fostering new entrepreneurs, creating a resilient
and vibrant year-round economy. (Aligns with
Objectives 3A, 3C, 3E, 3F, 3G, 3H, 3J, and 3M in
Haines Borough Comprehensive Plan.)
Strategies
Near Term Priority (Years 1-2)
Continue and enhance Haines business retention and expansion (BRE) program in partnership with the Greater Haines Chamber of Commerce.
Review recent BRE efforts by the Greater Haines Chamber of Commerce, acquire relevant documents/file access, evaluate if surveys/survey instruments are still current, update if not.
Develop annual BRE workplan, articulate intended number of surveys to conduct, prioritize those sectors/businesses that are perceived to be the most threatened as well as those that have the greatest opportunity to grow.
Conduct interviews with Haines businesses and evaluate results.
Identify businesses that are struggling and work to help them overcome obstacles through leveraging existing economic de-velopment programs, connecting them to parties able to assist, and/or proposing new policy responses.
Establish mentorship program for budding entre-preneurs and established businesses. Create an “inventory” of skills and experiences in the com-munity and act as a matchmaker as needed. In particular, this may be used as an effective tool to engage the retiree and seasonal population.
Through local contacts and public outreach, solicit interest from community members to participate in a volunteer mentorship program for budding entrepreneurs and local businesses.
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Create database of the particular skillsets of communi-ty members volunteering to be mentors.
As needed, connect businesses and entrepreneurs seeking support (either through a direct request or via BRE survey discovery) with mentors.
Conduct follow-up with both parties in mentorship program, document results.
Attract private sector investment in the community, including possible public pri-vate partnerships in public infrastructure.
Develop ties to local and outside industries to better understand business perspectives toward Haines and its business opportunities. Determine Haines’ strengths and weaknesses as perceived by potential investors and develop strategies to enhance the com-munity’s attractiveness.
Research and present investment opportunities to appropriate parties.
Mid Term Priority (Years 3-5)
Increase youth participation in Haines’ key economic sectors, including fisheries, tourism, mining, timber, transportation, natural resource management, profession-al services, art, and others.
As part of BRE and mentorship program development, establish a list of businesses and individuals in Haines interested in serving as mentors or offering internships.
Conduct youth outreach to promote awareness and to survey levels of interest in different career opportuni-ties.
Create internship/mentorship program for Haines’ youth that reduce employment barriers and provide clear career pathways.
Support youth vocational and professional education training, such as business and accounting skills, small engine repair, welding, among others.
Working with Haines Borough, Tribes, and other relevant entities, support the devel-opment of critical community infrastruc-ture, telecommunications and broadband, and industrial support services. Identify economic development programs that can be leveraged for infrastructure investment.
Research and present economic development impact of key infrastructure development (or elimination).
Advocate for projects as requested by the Borough or at the direction of the HEDC Board.
Identify infrastructure (and related support services) needed to enhance commercial fishing in Haines. This action can increase value-added processing and in-Haines spending by the commercial fishing fleet on vessel and gear storage, repair, and maintenance.
Study existing, evolving, and future economic develop-ment programs that could be used to finance Haines infrastructure projects and work in concert with appro-priate entities to secure funding.
Long Term Priority (May Extend Beyond 5-Year Plan)
Create and implement a Haines industry cluster initiative.
Examine best practices and lessons learned from Southeast Cluster Initiative, Alaska Forward, and other similar efforts.
Gauge interest in local business community and prioritize cluster development efforts by working with the Haines Borough, Tribes, business community, and regional economic development organizations.
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Opportunity Zones
Enacted as part of the 2017 tax reform
package (Tax Cuts and Jobs Act), Opportunity
Zones are intended to stimulate investment and growth
in persistently low-income census tracts by allowing private
investors to defer capital gains taxes by reinvesting capital
gains in qualified projects. With trillions of dollars in unrealized
capital gains in stocks and mutual funds, the new program is
intended to redirect investment to the 8,700 recently designated
communities nationwide (including Haines). All investments must
be made through a certified Opportunity Fund, an investment
vehicle organized as a corporation or partnership specifically for
the investment. Additional incremental incentives are realized by
holding investments for five, seven, and ten years.
Examples of Opportunity Zone Investments
Commercial real estate development and renovation in
Opportunity Zones.
Opening new businesses in Opportunity Zones.
Expansion of existing businesses into Opportunity Zones.
Large expansions of businesses already within Opportunity
Zones.
Investor Benefits:
Temporary tax deferral on capital gains reinvested in an Opportunity
Fund until the opportunity zone investment date of sale or December
31, 2026. Any appreciation on investments held more than 10 years
will not be subject to capital gains tax.
A five-year investment reduces the original capital gain tax liability to
90% of original gain.
A seven-year investment reduces the original capital gain tax liability
to 85% of original gain.
Program Benefits:
Unlocks equity capital.
Rewards patient capital.
Flexibility—may be used to finance most projects (some “sin”
businesses excluded).
Does not pick winners and losers.
Ties investors to community success.
Incentivizes local investors to reinvest in their community.
No cap on amount of capital that can flow into Opportunity Zones.
Source: http://eig.org/opportunityzones/about
Performance Metrics
Action Metrics
Implement BRE program.• Number of businesses interviewed
• Number of businesses assisted (specify type of assistance)
• Amount of funding received due to assistance
• Number of jobs saved or created
Develop mentorship program.• Number of mentors attracted
• Number of mentorships
• Impact of mentorship (number of jobs created, revenue growth, constraints overcome)
Attract public and private
investment in Haines businesses and infrastructure.
• Number of infrastructure projects identified (categorize and separate by industry when possible)
• Number of promotional project prospectuses developed
• Outreach/number of presentations given in support of projects
• Total amount invested in Haines
• Number of jobs created
• Other impacts (cost reduction, efficiency increase, improvement in service, etc.)
Increase youth participation in Haines’ key economic sectors. • Number of youth participants in internships and mentorships
• Number of professional and vocational education programs delivered; total youth participation in programs
• Number of Haines High School graduates employed full-time in Haines five-years after graduation
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Mentorship Program
Located 34 miles outside of Asheville, North
Carolina, Brevard is a city of 6,643 with a
large retiree population. Brevard suffered multiple
plant closures in 2002, including three large employers
representing a total loss of 2,200 jobs. Faced with this exodus,
the community recognized the talent and combined knowledge
represented in its retiree population and began working to build a
cadre of retirees willing to offer free consulting services to local
businesses and entrepreneurs.
Supported by funding from a Community Development Block Grant,
the county economic development office hired a program coordi-
nator to oversee the Retiree Resource Network program. Utilizing
personal connections, extended social networks, and general public
outreach, the program succeeded in attracting the services of 68
volunteers representing diverse skill sets with backgrounds ranging
from small businesses to Fortune 500 companies. Each volunteer
was interviewed to determine the full extent of their skills, and this
information was indexed to be able to later match with prospective
businesses.
As companies and entrepreneurs were identified as needing support, the
economic development coordinator arranged an in-depth interview. Af-
terward, the matchmaking process occurred to introduce the business/
entrepreneur and consultant/mentor.
Between 2004 and May of 2007, 25 consulting matches were made
in Brevard. For participant businesses and entrepreneurs, the service
offered top-quality consulting support for free that allowed them to
grow and expand; many would have otherwise been unable to afford to
pay a private consulting firm for this service. Additionally, the program
provided an opportunity to bring together community members that
would have otherwise not intersected and created a shared interest in
continued economic development and growth.
(Note: While this example focused on retirees, there is nothing limiting a
mentorship program to retirees. Haines may cast a wider net to include
those willing to assist who are still in the labor pool.)
Source: Small Towns, Big Ideas: Case Studies in Small Town Community
Economic Development, www.iog.unc.edu/programs/cednc/stbi/pdfs/stbi_final.pdf
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Maintain an awareness of available properties and inform potential investors and entrepreneurs of their availability as necessary.
Research and advocate for policies that stimulate local and visitor spending at city center hotels, restaurants, and retailers (such as buy local and tax exemption programs).
Research and apply for town core enhancement/revi-talization funding.
Design and implement a location-neutral worker attraction strategy.
Survey Haines residents who work remotely. Identify strengths, weaknesses, challenges, and opportunities from these surveys. Publicize and offer policy recom-mendations.
Refine and specify location-neutral demographic for targeting.
Working with destination marketing organizations, develop a location-neutral marketing strategy that leverages community marketing efforts.
Performance Metrics
Action Metrics
Enhance appeal and
economic vitality of
Haines town core.
• Number of downtown businesses
interviewed
• Number of new downtown
development-related policies
implemented
• Amount of funding received from grant
applications, results
• Percentage increase in downtown
business’ sales tax
• Value of new investment in city center
• Number of new businesses
• Jobs created in city center
Design and implement location neutral worker attraction strategy.
• Number of surveys conducted
• Number of policies implemented
resulting from survey recommendations
• Total impressions from marketing
campaign
• Number of workers attracted
Objective 3
Enhance Business Climate and Stimulate Economic Activity
Goal Statement: Promote initiatives that help
create a create a vibrant, year-round econ-
omy, while projecting Haines as a busi-
ness-friendly location to outside business-
es, professionals, and families. (Aligns with
Objectives 3A, 3E, 3F, and 3I in the Haines
Borough Comprehensive Plan.)
Strategies
Near Term Priority (Years 1-2)
Evaluate local regulatory environment, including tax structure, permit processes, regulations, fees, and reporting require-ments, to identify their key influences on business development in order to inform public policy decisions.
Strategies
Mid Term Priority (Years 3-5)
Increase year-round traffic and spending by developing and implementing policies that enhance the town core (Main Street, Fort Seward, and waterfront.)
Review past downtown revitalization efforts and cur-rent conditions.
As part of BRE efforts, compile specific results from town center businesses, identify common issues, and develop policy responses.
Promote policies for town core development that enhance usage and appeal for residents and visitors, including additional or improved directional signage.
Research and implement policies that stimulate invest-ment in mixed-use developments and enhance walk-able connections between Fort Seward, Main Street, and the waterfront.
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Identify residents’ outdoor recreation desires and prior-ities.
Implement strategies to stimulate the development of Haines’ outdoor recreation assets.
Support the development of outdoor recreation-fo-cused non-profits and private businesses.
Objective 4
Enhance Year-Round Quality of Life
Goal Statement: As the Adventure Capital
of Alaska, Haines offers residents of all
ages a quality of life that seizes upon its
year-round world class outdoor recreation
opportunities. These adventures are bal-
anced by a clean, affordable, and attrac-
tive community that maintains its small-
town character and charm with year-round
amenities and a thriving arts community.
(Aligns with Objectives 3D, 3K, and 3L in
Haines Borough Comprehensive Plan.)
Strategies
Mid Term Priority (Years 3-5)
Develop a winter ski and recreation plan that increases outdoor recreation oppor-tunities for residents, promotes winter employment and residency in Haines, increases year-round visitation, and gener-ates additional sales and property taxes.
Research examples in other locations including scale of operation and governance models.
Determine how best to leverage potential private, pub-lic, and/or non-profit partners.
Conduct feasibility study, including potential for summer usage and revenue generation, and develop business plan to advance the project.
Engage with public, private, and non-profit partners to promote, support, and es-tablish more all-season, all-user outdoor recreation activities that will serve as a draw for residents and visitors. This could be combined with findings from the loca-tion-neutral attraction study.
Promoting Rural
Child Care
Across rural America, “child care deserts” are
increasingly being identified as major impediments to economic
development. Workers have to quit their jobs or move away from
towns without daycare options. Even in areas with strong econo-
mies and growing populations, many childcare centers have closed.
Revenues are frequently insufficient to justify staying in business
and regulations can be onerous. many childcare owners/workers
can make more money working rudimentary part-time jobs. Facing a
growing shortage of workers— businesses, nonprofits, government
agencies, and economic developers are working to find innovative
solutions to support rural child care services.
In New York Mills, Minnesota (population: 1,100), local business
Brunswick Boat Group (manufacturer of Lund boats) expressed they
were losing employees due to a lack of day care during a community
public meeting. In response, the local economic development agency
worked with local employers and nonprofits to create a day care
cooperative to be based in an unused office building owned by the
county. At full capacity, the center can accept up to 36 children. In
addition to subsidizing facility rent, local businesses and the county
also guaranteed a minimum payment. The provider has earnings
security and businesses are assured employees have access to
daycare.
This is one of many examples that have been pursued via the Rural
Child Care Innovation Program, a joint program offered to select rural
Minnesota communities by First Children’s Finance and the State
of Minnesota. Since its beginning in 2013, 11 Community Solution
Action Plans have been developed, yielding 533 new childcare slots
as well as helping to sustain and fortify existing childcare businesses.
Sources: First Children’s Finance; Center for American Progress;
Minnesota Post, How one small town is trying to solve Greater Min-
nesota’s day care crisis
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Shames Mountain
(Terrace, British Columbia)
Canada’s first non-profit ski community cooperative, Shames Mountain
was purchased in 2012 following its closure in 2011 after several un-
profitable years of operation. To purchase and renovate the ski area, local
community members formed My Mountain Co-op, which sold member-
ship shares to individuals and businesses in Terrace and Prince Rupert.
Today, Shames has more than 1,300 members who receive discounts
on lift tickets and season passes to access its 1600 vertical feet spread
over 250 acres—with access to much more side-country. With just two
chairlifts and one tow-bar, a basic lodge offering food and a rental shop,
Shames’ operates on a lean budget thanks to a bootstrap approach,
donations, a small paid staff, and volunteer support. Today, Shames hosts
approximately 20,000 skier visits annually and provides a boost to the
community, nearby helicopter and cat-ski operators, and winter economy
of Terrace, located 35 KM to the east. Shames’ success has also contrib-
uted to weekly flights from Vancouver increasing from 7 to 34.
www.mymountaincoop.ca
Hankin-Evelyn Backcountry Ski Area
(Smithers, British Columbia)
Located near Smithers, BC, Hankin-Evelyn a is volunteer-operated back-
country ski resort featuring 13 cleared ski runs, a warming hut, an out-
house, a transceiver checker, and access to 3,770 hectares of backcoun-
try terrain. While the area is mapped and signed, there are no employees
and access is free (with a recommended donation). The area receives
approximately 4,000 skiers annually. Critical to its success was partnering
Small-Community Winter Recreation Areas
with local land managers to reactivate old logging roads and maximize
the impact of forest treatments for skiers in select areas. Additionally,
a devoted team of volunteers support upkeep and maintenance of the
area, which also features a multi-use cabin available for overnight use.
In addition to maintenance and administration costs, the main operating
cost is snow plowing and removal to ensure that guests can drive to the
area’s base. www.hankinmtn.com
Silverton Mountain
(Silverton, CO)
Located in the southwestern Colorado town of Silverton (population
642), Silverton Mountain is a single-lift ski area that provides guests with
lift-accessed backcountry skiing with minimal facilities typically associ-
ated with ski resorts (the base area consists of a tent and portable toilets
with no running water). Originally conceived of in 1999, the owner cob-
bled together 220 acres of mining claims on terrain that provided 2,000
vertical feet of skiing, purchased a second-hand ski lift, and slowly began
to build the area (largely by hand) with financial support from the Region
9 Economic District of Southwest Colorado. After a five-year permitting
process with the BLM, Silverton Mountain expanded its skiable terrain to
1,300 acres in 2005. In 2009, the area began operating heli-skiing tours
near Silverton (Silverton Mountain also recently expanded into Seward,
AK), with the mountain remaining a coveted ski destination as well as a
poor weather and poor snow stability option for visiting skiers.
Today, Silverton Mountain regularly sells out its guided tickets (unguid-
ed skiing is only available in late March/early April) and has helped
transform Silverton’s winter economy, which previously was virtually
non-existent. Year-round residency is stable, unemployment is at 4.1%
(2015, down from 11.5% in 1999), restaurants and hotels now operate
year-round, sales tax revenues have grown substantially, and Silverton
Mountain is the community’s largest employer, with approximately 40
employees. Venture Snowboards, a local snowboard manufacturer that
began in 2006, also partners with Silverton Mountain. http://silverton-
mountain.com
Long Term Priority (May Extend Beyond 5-Year Plan)
Support existing and creation of additional child care and early-learning programs that attract and retain families in the community, promotes school enrollment, and differenti-ates Haines from other locations.
Research models, best practices, and funding opportunities.
Identify residents’ priorities.
Performance Metrics
Action Metrics
Support the development
of a winter recreation
area.
• Number of new jobs created
• Increase in winter visitation
• Increase in winter tax revenue
Support outdoor recreation infrastructure development.
• New outdoor recreation infrastructure
• New businesses created
• Number of users
Support existing and additional childcare and early learning programs.
• Number of children and families served
The examples illustrate several models for developing winter
recreation in small communities.
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Acknowledgments
The project team is thankful for the many people that contributed to this project through attendance at
public meetings, participation in project interviews, response to community surveys, and by providing
background reports and data. The individuals below are recognized for more extensive interviews and/
or continued involvement throughout the project.
HEDC Board and StaffMargaret Friedenauer, Executive DirectorHeather Shade, President (Port Chilkoot Distillery)Sean Gaffney, Vice President (Alaska Mountain Guides)Jessica Edwards, Secretary (Southeast Alaska State Fair and Haines Rafting Co.)Greg Schlachter, Treasurer (Expedition Broker)Mike Ward (Howsers, Outfitter Liquor, Sporting Goods)Douglas Olerud (Olerud’s Market Center)Harry Rietze (Haines Packing Co.)Mayor Jan Hill, ex officio memberHolly Smith, ex officio member
Haines BoroughJan Hill, MayorDebra Schnabel, Borough ManagerBrad Ryan, Public Facilities DirectorCarolann Wooton, Tourism DirectorHolly Smith, PlannerShawn Bell, Ports & Harbors
Additional ContactsAlison Jacobson, Alaska FjordlinesBrad BadgerBrian Willard, Chilkat Indian VillageBritteny Cioni-Haywood, Division of Economic DevelopmentCarol Tuynman, Alaska Arts ConfluenceChristopher ThorgesenColin Peacock, SSP AgricultureDan Austin, Saint Vincent de PaulDan Blanchard, UnCruiseDave Long, Haines Real EstateDeborah MarshallEd Buyarski, Ed’s Edible LandscapingEd Davis, Spruce RootElsa Sebastian, Lynn Canal ConservationEric Holle, Lynn Canal ConservationEthan Tyler, State ParksFred Gray, Delta WesternGeorge Figdor
Gershon CohenGraham Kraft, Fairweather Ski WorksGreg Palmieri, Division of Alaska Forestry, Haines OfficeHarriet Brouillette, Chilkoot Indian AssociationJames Alborough, Bear Star Web DesignJeremy Stephens, proHNSJohn Hagen, FV KristaJones Hotch, Chilkat Indian VillageKimberly Strong, Chilkat Indian VillageLani Hotch, Jilkaat Kwaan Heritage CenterLeah Wagner, Found RootLeslie Evenden, Double Shovel FarmLeslie Ross, The Inn at HainesLindsay Johnson, Fairweather Ski WorksLiz Cornejo, Constantine Metal Resources Ltd.Mary Jean Borcik, Mountain MarketMichael Ganey, Alaska Marine LinesMike Catsi, AIDEAPat Kelly, UA Regional Resource ManagerPaul Slenkamp, Alaska Mental Health Trust Authority Land OfficePhyllis Sage, Alaska Power and TelephoneRebecca Brewer, Big Raven FarmRobert Venables, Southeast ConferenceSage Thomas, Klehini Log WorksSally Boisvert, Four WindsScott Rossman, Stump CompanyShaleena Bott, Aspen HotelSylvia Heinz, Chilkat Valley SawmillTom Marshall, Ocean Beauty SeafoodsTom Sunderland, Ocean Beauty SeafoodsTracey Harmon, Greater Haines Chamber of CommerceWyatt Rhea-Fournier, Alaska Department of Fish and GameWyn Menefee, Alaska Mental Health Trust Authority Land Office
Photo credits: Andy Hedden and John Hagen, with special
thanks to SEARHC, Port Chilkoot Distillery, Chilkat Valley
Preschool, Mud Bay Lumber Co., Constantine Metal
Resources, and Haines Packing Co.
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Haines 5-Year Economic Development Plan
23
Project Resources
The data sources and documents cited below were among the many resources utilized in development
of the Baseline Economic Report and Economic Development Plan.
Alaska Commercial Fisheries Entry Commission. (2008-2017). Permit and Fishing Activity by Year, Census Area or Alaskan City [Data file]. Retrieved from: https://www.cfec.state.ak.us/fishery_statistics/earnings.htm
Alaska Department of Education and Early Childhood Devel-opment. (2008-2017). District Enrollment Totals for All Alaskan Public School Districts. Retrieved from: https://education.alaska.gov/data-center
Alaska Department of Fish and Game Licensing Section. (2018). Crew Licenses Sold, 2000-2017 [Unpublished raw data].
Alaska Department of Labor and Workforce Development, Research and Analysis Section. (2008-2017). Population Esti-mates Program [Various data files]. Retrieved from: http://live.laborstats.alaska.gov/pop/index.cfm.
Alaska Department of Labor and Workforce Development, Research and Analysis Section. (2008-2017). Quarterly Census of Employment and Wages [Data file]. Retrieved from: http://live.laborstats.alaska.gov/qcew/.
Alaska Department of Labor and Workforce Development, Research and Analysis Section. (2008-2017). Haines Bor-ough Not Seasonally Adjusted Labor Force Data [Online data tables]. Retrieved from: http://live.laborstats.alaska.gov/lab-force/labdataall.cfm?s=11&a=0.
Alaska Department of Labor and Workforce Development, Research and Analysis Section. (2017). Local and Regional Information [Online database query for Haines Borough]. Retrieved from: http://live.laborstats.alaska.gov/alari/.
Alaska Department of Labor and Workforce Development, Research and Analysis Section. 2008-2017. Alaska Unem-ployment Insurance Actuarial Report. Retrieved from: http://live.laborstats.alaska.gov/uiprog/index.cfm
Alaska Department of Transportation, Alaska Marine Highway System. (2010-2015). Annual Traffic Volume Reports (ATVR). Retrieved from: http://www.dot.state.ak.us/amhs/doc/re-ports/.
Alaska Department of Revenue, Tax Division. (2013-2017) Shared Taxes and Fees Annual Reports. Retrieved from: http://tax.alaska.gov/programs/sourcebook/index.aspx.
ALCAN RaiLink Inc, and O/A PROLOG Canada Inc. March 28, 2014. Haines Rail Access Report. Prepared for: The Bor-ough of Haines and The State of Alaska.
Garcia, Karen. December 2016. Business Retention and Expansion Report. Prepared for: Haines Chamber of Com-merce.
Haines Borough, Finance Department. (2007-2017). Fiscal Year 2007-2017 Audited Financial Statements. Retrieved from: http://www.hainesalaska.gov/finance/audited-finan-cial-statements.
Haines Real Estate. (2018). Home Sales Activity, 2015-2018 [Unpublished raw data].
McDowell Group. December 2011. Haines Cruise and Fast Ferry Passenger Survey. Prepared for: Haines Convention & Visitors Bureau.
McDowell Group. May 2011. Haines Household Opinion Sur-vey. Prepared for: Sheinberg Associates.
McDowell Group. June 2002. Haines Tourism Management Plan. Prepared for: City of Haines.
McDowell Group. March 2015. Haines Winter Visitor Industry Economic Impact and Market Assessment. Prepared for: Haines Borough.
MRV Architects. May 2010. Downtown Haines Revitilization Plan. Prepared for: City and Borough of Haines.
Northern Economics, Inc. December 2016. Benefit-Cost Analysis of the Lutak Dock Replacement. Prepared for: Haines Borough.
Rain Coast Data. 2015. “The Arts Economy of Haines Alas-ka.” Southeast Conference.
Sheinberg Associates. September 2012. Haines Borough 2025 Comprehensive Plan.
Statistics Canada. Tourism and International Travelers Infor-mation [Various tables accessed]. Retrieved from: https://www150.statcan.gc.ca/n1/en/type/data?MM=1
United States Bureau of Economic Analysis (BEA). (2018). Local Area Personal Income and Employment – Personal Income and Employment by Major Component [Data files re-trieved through BEA’s interactive data application]. Retrieved from: https://www.bea.gov/itable/.
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United States Bureau of Transportation Statistics (BTS). (2008-2017). Air Carrier Statistics (Form 41 Traffic) – All Car-riers [Data file retrieved through BTS’ TranStats application]. Retrieved from: https://www.transtats.bts.gov/databases.asp?Mode_ID=1&Mode_Desc=Aviation&Subject_ID2=0.
United States Census Bureau (USCB). (2018). American Community Survey (ACS) [Various data files retrieved through USCB’s American FactFinder Application]. Retrieved from: https://factfinder.census.gov/faces/nav/jsf/pages/index.xhtml.
United States Internal Revenue Service (IRS). (2018). Statis-tics of Income – County Data 2015 [Data file]. Retrieved from: https://www.irs.gov/statistics/soi-tax-stats-county-data-2015
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Haines 5-Year Economic Development Plan
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Development Partners
Successful implementation of this plan requires leveraging the resources of community,
regional, state, and federal organizations engaged in economic development. Close
working relationships will need to be established with the organizations listed below.
Additional groups will likely be added over time.
Alaska Arts Confluence
Alaska Division of Economic Development
Alaska Energy Authority
Alaska Forest Association
Alaska Housing Finance Corporation
Alaska Industrial Development and Export
Authority
Alaska Mental Health Trust Authority
Alaska Miners Association
Alaska Seafood Marketing Institute
Alaska State Parks
Alaska Travel Industry Association
Chilkat Indian Village
Chilkoot Indian Association
Cruise Lines International Association Alaska
Greater Haines Chamber of Commerce
Haines Borough
Juneau Economic Development Council
Lynn Canal Conservation
Rasmuson Foundation
Sealaska Heritage Institute
Southeast Alaska Conservation Council
Southeast Alaska State Fair
Southeast Conference
Sustainable Southeast Partnership
Spruce Root
The Nature Conservancy Alaska
United Fishermen of Alaska
University of Alaska
University of Alaska Center for Economic
Development
U.S. Housing and Urban Development
U.S. Economic Development Agency
U.S. Forest Service
USDA Rural Development
U.S. Small Business Administration
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Haines Economic Development Corporation
PO Box 1734 • Haines AK 99827
907.766.3130
www.hainesedc.org
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2017
Prepared by:
Kodiak Area Native Association
Kodiak Rural Regional Comprehensive
Economic Development Strategy
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~ Table of Contents ~
Executive Summary: 3
Introduction: 4-5
Scope of Work: 6-7
Strategy Committee: 8-10
Background and Information for Planning: 11-38
SWOT Analysis: 39-51
Economic Cluster Narratives: 52-63
Strategic Projects, Programs & Activities/CEDS Plan of Action: 64-79
Evaluation Framework: 80-81
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EXECUTIVE SUMMARY
Creating and maintain a Comprehensive Economic Development Strategy is a continual process
that requires observation, reflection, and participation in conferences, work groups, and boards.
The compilation of large amounts of information, gathered from talking to people; reading
reports, newspapers, journals, and books; and many more sources is only the start. Arranging all
of the ideas, concepts, and information into a logical order and developing meaningful goals and
objectives that provide a roadmap to improving the economic conditions of the region is the main
focus of the CEDS document.
This version of the CEDS, for purposes of establishing an “official” document is complete. The
DRAFT version was posted on June 30, 2017 to allow for public comment period.
A comprehensive CEDS benefits the Kodiak region and provides a clear roadmap of the action plan
implementation. Over the course of the next year, the proposed Scope of Work includes two
planning meetings in each village to further develop this CEDS document including more detailed
Action Plans and Evaluation Framework to more fully encompass the overall strategy.
Stakeholders throughout the region overwhelmingly responded that continual improvement and
updates are essential. Efforts must be made to keep out Economic Development strategy from
becoming stale and irrelevant.
KEY FINDINGS:
The initial version of the CEDS contained four Economic Clusters:
o Energy
o Fisheries/Maritime
o Food Security
o Coastal Impact Assistance Program – Village Metals Backhaul Project (Completed
Project – CEDS content will be removed from go-forward versions)
In the two years since the release of the initial CEDS, meetings have been held in each of the villages
and in Kodiak. Through the open discussion process, four additional Economic Clusters have been
identified. These four additional Economic Clusters are proposed to be included in the Economic
Development Strategy:
o Environmental
o Tourism
o Technology – Internet Connectivity
o Business Development
These 8 CEDS goals are not all inclusive of each of the Economic Opportunities that exist with the
Kodiak Region. Rather, they are the most universally discussed on a regional basis during the
preparatory work that was completed to develop this document. Opportunity remains to build
additional scope within the CEDS to capture the other Economic opportunities throughout the
Kodiak Region. Further, as Economic Development projects and initiatives address the Economic
Cluster, Cluster deletions may occur as well.
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Introduction: Kodiak Area Native Association
(KANA)
This Comprehensive Economic Development Strategy document
was developed by the Kodiak Area Native Association (KANA)
in collaboration with individuals and organizations at the local,
regional, and community level, using existing and new data that
accurately reveals the complex economic issues facing the Alutiiq
people of the Koniag Region. The Koniag region is made up
of Kodiak Island and the Kodiak Archipelago and a small portion of the southern coast of
the Alaska Peninsula.
KANA, founded in 1966, is a 501 (C) (3) non-profit corporation and one of twelve regional Alaska
Native nonprofit corporations that provides a wide range of services as ensured under the Alaska
Native Claims Settlement Act, including medical, dental, and various social service programs.
KANA provides these services in 15 facilities to the over 3,000 Native residents of the Kodiak
Archipelago in seven communities that include the City of Kodiak and six remote Alaska Native
villages of Akhiok, Karluk, Old Harbor, Ouzinkie, Port Lions, and Larsen Bay.
Services provided by KANA include Ambulatory Medical Care and Dental Care, Pharmacy,
Contract Health, Community Health Aide Program, Substance Abuse Prevention,
Intervention/Outreach, Social Services, non-clinical community Mental Health, and Youth
Prevention Projects. Other services provided by the organization include the Women, Infant and
Children (WIC) program, Vocational Rehabilitation, Early Childhood programs, Education,
Employment and Training programs, Infant Learning Program, a full service Fitness Center and
Tribal Operations/Environmental Health.
Historically, nonprofit corporations such as KANA were formed throughout Alaska prior to the
Alaska Native Claims Settlement Act (ANCSA) enactment. The ANCSA settlement is an agreement
between the United States Government and the Alaska Native Tribes. The ANCSA legislation
distributed land to regional and village entities to establish for-profit corporations. Each of the
regional for-profit corporations formed a separate non-profit corporation to assist their members
with health and social service needs. KANA exists through the resolutions of the Tribal
Governments of the Koniag region, under P.L. 93-638, the Indian Self-Determination Act and is
governed by an eleven-member Board of Directors.
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The Mission of KANA is:
“To eleva te the qua l i ty of li fe of the p e ople we serve.”
The Envisioned Future of KANA is:
“The best quali ty c a re i s a va i l a bl e to a ll people on Ko di ak I sla nd.”
US Economic Development Administration Native Planning Grant
KANA is a recipient of a US Economic Development Administration (EDA) Native Planning
Grant. Within KANA’s organizational structure, KANA's EDA Program is part of the Community
Services Department. The Economic Development Project Manager works in collaboration with
local City, Borough, public and private sectors, as well as village entities with the goal of improving
the economic status of Kodiak Island’s rural villages and the region as a whole. The Regional
Community Plan document will be the framework in which we can advocate and provide
technical assistance to Kodiak’s Alutiiq communities to ensure a strong economic future for
generations to come. It was agreed upon from the participants of our regional CEDS planning
meeting that this document will be named the Kodiak Archipelago Rural Regional Community
Plan. This Economic Development Planning project will focus on serving the six village communities
located in the Kodiak Archipelago (Akhiok, Karluk, Larsen Bay, Old Harbor, Ouzinkie, and Port
Lions) and the Kodiak road system as the hub for the village communities. The Kodiak road system
includes the City of Kodiak, which contains services and businesses that support the rural areas of the
region. Increasing economy prosperity in the hub community is necessary to increase the economic
prosperity of the village communities.
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Scope of Work
Proposed for July 1, 2017 to June 30, 2018
(Note: Subject to change based on approval from EDA)
1) Community and Regional Development Planning: Work in collaboration with local city and
borough officials, public and private sector representatives, tribal governments and corporations,
all comprising the Economic Strategy Committee and Village work groups, to provide the annual
update to the Kodiak Rural Regional CEDS 2015-2020.
a. Target to hold Strategy Committee Village Work Group meetings twice per year in each
village community during which input on economic conditions and projects’ status will be
obtained. Facilitate meeting to discuss each village communities’ vision, projects, and
strategies for economic development.
2) Economic Development Partnerships:
a. Work closely with Kodiak Island Borough Staff and Assembly members to support
economic development priorities in our village communities.
b. Collaborate with the Kodiak Area Native Association’s Employment, Training, and
Support Services (ETSS) department to provide our region’s population with the relevant
workforce development opportunities and assist our region’s businesses and entities in
hiring and training new and existing employees.
c. In collaboration with the Southwest Alaska Municipal Conference, assist village
communities in developing their action plans to implement Energy Priorities identified in
the Kodiak Regional Energy Plan. Planning includes identifying potential energy efficiency
and new energy generation options and assistance moving projects forward where
possible.
d. Economic Development Project Manager will partner with the Kodiak Area Leadership
Institute (KALI) in the development and operation of the ANA Grant project establishing
tribally owned agricultural businesses. Project Manager will collaborate with the Kodiak
Harvest Food Cooperative to help develop the economic tie to the tribally owned
agricultural businesses, including providing service on the Kodiak Harvest Food
Cooperative Board of Directors.
e. Economic Development Project Manager will provide Project Management support for
business development opportunities/feasibility planning and community needs
assessments. Support includes researching funding options, assisting in application
completion and submittal, and Project Management Support, and service on the Kodiak
Chamber of Commerce Board of Directors.
f. Economic Development Project Manager will participate in the Kodiak Rural Leadership
Forum, providing updates on the CEDS and associated goals and objectives, the Kodiak
Regional Energy Plan and associated goals and objectives, and obtaining input for planning
documents.
3) Economic Development Project Manager will monitor, analyze, and provide input into local,
regional, and statewide planning documents and strategies, including, but not limited to: SWAMC
CEDS, City and Borough Strategic Plans, Kodiak Regional Energy Plan, Downtown Kodiak
Revitalization Plan, and State of Alaska CEDS.
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EDA staff in the development of economic development projects and/or planning efforts within
the Kodiak Region.
a. Research and develop framework for a business incubator program for the Kodiak Region,
including completing the feasibility study and basic business plan.
5) Research and develop framework for local, regional, state, and/or federal fisheries infrastructure
investment in City of Kodiak that supports the current participants and new entrants to the small
boat fishery.
6) Enhance Economic Resilience initiatives in the Kodiak Region that address steady-state
conditions. Initiatives include developing a Hazard mitigation plan, developing Business
Retention and Expansion capabilities and practical implementation plan, and assisting businesses
identified as necessary and promoting business continuity and preparedness.
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Kodiak Archipelago Rural Regional Strategy Committee
The strategy committee responsible for participating in, producing and updating the current
Regional Community Plan document is listed below. As the remote villages of the Kodiak
Archipelagos are encompassed by the Kodiak Island Borough they are also represented on Kodiak’s
CEDS committee by either city and/or tribal representatives from each remote village. Village
representatives, KANA staff members, community leaders, business owners, industry
representatives and stake holders in Kodiak’s economy all serve on this committee “to help develop
strong economies and healthy communities by providing leadership and information to increase
Kodiak Island’s economic position.” It is vital that these two CEDS committees communicate, work
together and ensure continuity with one another in order to effectively pursue both State and
Federal funding for the region’s needs and projected projects.
KANA Board
Name Organization Title Gender
Loretta Nelson KANA Board
Member/Afognak
Female
Alfred Cratty Jr. KANA Board Member/Old
Harbor
Male
Arnold Kewan KANA Board Member/Port
Lions
Male
Vickie Novak KANA Board
Member/Ouzinkie
Female
Phyllis Amodo KANA Board
Member/Kaguyak
Female
Speridon Simeonoff Sr. KANA Board
Member/Akhiok
Male
Alex Panamaroff Jr. KANA Board
Member/Larsen Bay
Male
Margaret Roberts KANA Board
Member/Tangirnaq
Female
Gary Watson KANA Board
Member/Sun'aq
Male
Cheryl Christofferson KANA Board Member/At
Large
Female
Kodiak Work Group
Name Organization Title Gender
Greg Zadina KANA ETSS Manager Male
Mark Lonheim First National Bank Loan Officer Male
Audrey Gugle Tangirnaq Native
Village
Administrator Male
Alan Fugleberg Kodiak College Director Male
Chastity McCarthy Discover Kodiak Executive Director Female
Kathy Drebek Sun’aq Tribe of Kodiak Tribal Transportation Female
Akhiok Work Group
Name Organization Title Gender
Speridon Simeonoff Jr. KANA VPSO Male
Marcella Amodo Akhiok Tribe Female
Alyssa Brenteson Kaguyak Village Tribal Manager Female
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Jeanetta Rastopsoff Native Village of
Akhiok
Tribal Secretary Female
Linda Amodo Akhiok Tribe President/Mayor Female
Roger McCoy City of Akhiok Manager Male
David Eluska Native Village of
Akhiok
Tribal Manager Male
Randy Amodo Native Village of
Akhiok
Tribal Vice President Male
Old Harbor Work Group
Name Organization Title Gender
Stella Krumrey Alutiiq Tribe of Old
Harbor
President Female
Zora Inga City Clerk – City of
Old Harbor
Title VI/Clerk Female
Darik Larionoff Alutiiq Tribe of Old
Harbor
TTP Manager Male
Bobbi Anne Barnowsky Alutiiq Tribe of Old
Harbor
Tribal Administrator Female
Melissa Berns Old Harbor Native
Corporation
Project Manager/
Office Manager
Female
Cynthia Berns Old Harbor Native
Corporation
VP – Community &
External Affairs
Female
Larsen Bay Work Group
Name Organization Title Gender
David Harmes Native Village of
Larsen Bay
Mayor Male
Bill Nelson Native Village of
Larsen Bay
Maintenance Male
Mary Nelson Native Village of
Larsen Bay
City Treasurer Female
Port Lions Work Group
Name Organization Title Gender
Susan Boskofsky NVPL Administrator Female
Katy Adkins City of Port Lions City Clerk Female
Dorinda Kewan NVPL Grants Administrator Female
Liz Pennington City of Port Lions
NVPL
City Council Member
Tribal Council Member
Female
Abner Nelson Jr City of Port Lions City Council Member Male
Nancy Nelson NVPL Tribal Council Member Female
Lester Lukin NVPL Tribal Council Member Male
Denise May NVPL Tribal Council Member Female
Julie Kaiser NVPL Tribal Council Member Female
Harold Christiansen Jr. City of Port Lions City Council Member Male
Melvin Squartsoff City of Port Lions Mayor Male
Ouzinkie Work Group
Name Organization Title Gender
Dan Clarion City of Ouzinkie Mayor Male
Robert Katelnikoff Native Village of
Ouzinkie
Administrator Male
Fred Shanagin Native Village of
Ouzinkie
EPA Male
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10 Joseph Delgado Native Village of
Ouzinkie Male
Janell Shanagin Native Village of
Ouzinkie
Clerk Female
George Shanagin Jr. Native Village of
Ouzinkie
EPA Assistant Male
Sandra Muller Native Village of
Ouzinkie
Female
Melodi Anderson City of Ouzinkie City Council Member Female
Linda Getz City of Ouzinkie City Council Member Female
Vickie Novak City of Ouzinkie City Council Member Female
Katherine Panamarioff City of Ouzinkie
Native Village of
Ouzinkie
City Council Member
Tribal Council Member
Female
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Three Saints Bay, Kodiak Island, engraving by an
artist on an English expedition to the area, 1788-
1792
Background and Information for Planning
The People of Kodiak Island
The Alutiiq people of Alaska are a part of the continuum of Alaska coastal maritime peoples. The
Alutiiq, or Suqpiaq, have inhabited their ancestral homelands for approximately 10,000 years and
include four main subdivisions or nations: Prince William Sound, the lower Kenai Peninsula, the
Alaska Peninsula and the Kodiak Archipelago. Like hundreds of similar Alutiiq settlements along
the Gulf of Alaska, the people of the Kodiak Archipelago were skilled mariners who depended on
the sea for the necessities of life. The Alutiiq had a bartering economic system, trading goods and
services as needed with their neighbors from the Aleutian chain to Southeast Alaska. The Alutiiq
believed that all things, living or not, possess a spirit, which they honored.
By AD 1200, Alutiiq society flourished in every corner
of the Archipelago, the population is estimated by
some based on the archeological record to have
reached 14,000 with as many as 50 winter
communities. In huge open skin boats, a wealth of
Kodiak resources – hard black slate, red salmon, bear
hides, and spruce root -- were transported to the
mainland and exchanged for antler, ivory, horn, animal
pelts and exotic stone.
The first outsiders to settle on the island were Russian
explorers under Grigory Shelikhov, who founded a
Russian settlement on Kodiak Island at Three Saints
Bay near the present-day village of Old Harbor.
Shelikhov’s mission was to establish a permanent
settlement on Kodiak Island, so as to restrict the inroads of British fur traders and expand the sea
otter hunting industry for his company. The Russian-American Company was established by Royal
Russian Decree in 1799, and it was headed by Alexander Baranov. Baranov
led the company for 19 years, building a lucrative fur trading enterprise
trapping and selling sea otter pelts. But by the middle of the 19th century,
the sea otter populations were driven almost to extinction.
He and his men, equipped with modern artillery, defeated the Alutiiq people
in a series of battles and subdued the islanders. Russian colonization had a
devastating effect on the local Native population as a result of forced labor
(i.e., slavery). By the time Alaska became a U.S. Territory in 1867, the Koniag
Region Alutiiq people had almost disappeared as a viable culture. Their
culture and history was retained by a handful of families in each community.
The culture is currently undergoing an historic revitalization that includes
culture camps, language, and our own internationally recognized Alutiiq
Museum.
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Physical Geography
The island group known as the Kodiak Archipelago is situated on the western side of the Gulf of
Alaska. The Kodiak Archipelago and a portion of the Alaska Peninsula are within the Kodiak Island
Borough. The City of Kodiak, the main port of entry to the Borough and its environs, is 252 air miles
south and west of Anchorage (a one hour flight), accessible by plane or boat only.
The Borough encompasses a 29,000 square mile area, which includes approximately 6,500 square miles
of land, including lakes and rivers, approximately 23,000 square miles of coastal waters and 5,500 miles
of shoreline. The Archipelago contains 162 named islands and nearly 1,500 unnamed islands,
accounting for approximately 74% of the total Borough land area.
Kodiak Archipelago consists primarily of mountainous terrain, the tallest peak being Koniag at 4,500
feet on Kodiak Island. With the exception of the lowlands and broad valleys of the southwestern
portion of Kodiak Island, the Archipelago coastline is rocky and rugged. Short, swift and clear
mountain streams drain the uplands.
Kodiak Island is the largest island in the Archipelago and is the second largest island in the United
States. The north and east sides of Kodiak Island are heavily forested. Wetlands, grasslands and brush
dominate the Island’s south end. Commercial stands of timber, primarily Sitka Spruce, exist on the
north end of Kodiak Island as well as Afognak Island. Kodiak Island has numerous deep, ice-free bays
that provide sheltered anchorage for boats. The southwestern two-thirds of the island, like much of the
Kodiak Archipelago, is part of Kodiak National Wildlife Refuge.
Kodiak Island is home to eight communities; the City of Kodiak, and the remote communities of
Akhiok, Karluk, Larsen Bay, Old Harbor, Ouzinkie, Port Lions and Chiniak. Within these eight
communities, Kodiak Island is home to ten federally recognized Tribes. There are no roads connecting
the hub city of Kodiak with the outlying villages, with the exception of Chiniak. Village residents rely on
transportation by boat or commercial airlines for travel in and out of their communities.
The climate of Kodiak Island is characterized by moderately heavy precipitation and cool temperatures
with frequent high clouds, fog, and high winds. These weather patterns often times result in restricted
travel. High winds and icing are frequent during the winter, with storm winds produced by systems in
the Gulf of Alaska that often sustain speeds from 50 to 75 knots.
However, Kodiak’s climate is favorable for over three hundred species of plants, many of which were
used by inhabitants for food, medicine, and shelter. The deep fjords of Kodiak Island provide an
abundant habitat for fish and marine mammals. Five species of salmon, herring and halibut are all found
in Kodiak Island waters, providing commercial, subsistence and sports fishing resources. Marine
mammals such as whales, sea lions, and seals are frequent visitors. Shellfish including tanner, Dungeness
crab, and clams are also plentiful. Clams within the archipelago frequently test with elevated levels of
Paralytic Shellfish toxins above the FDA regulatory limit, where human consumption is not
recommended.
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The Kodiak Island Borough is entitled to roughly 56,500 acres of land within the Kodiak
Archipelago. Most of this land was originally obtained and selected under municipal entitlement act
from the State of Alaska; the configuration of other parcels is the result of land trades with the State.
Over 50 percent of Borough land is located on Shuyak Island and Raspberry Island; Ugak Bay and
Hidden Basin also include numerous pockets that total a sizeable portion of Borough land acreage.
Lease and disposal of Borough lands are subject to approval by the Borough Assembly. The Kodiak
Island Borough zoning ordinance contains 18 zoning districts: Watershed (W); Wildlife Habitat
(WH), Natural Use Lands (NU); Conservation (C); Rural Development (RD); Rural Residential
(RR); Rural Residential One (RR1); Rural Residential Two (RR2); Single Family Residential (R1);
Two Family Residential (R2); Multi-Family Residential (R3); Business (B); Rural Neighborhood
Commercial (RNC); Urban Neighborhood Commercial (UNC); Retail Business (RB); Light
Industrial (LI); Industrial (I); and Public Use Lands (PL). New zoning scheme is in the works.
Recreational land use includes 11 municipal parks totaling 60 acres in size.
(Kodiak.org)
Federal Lands
Much of the Borough contains land managed by federal authorities. The major federal land owner
on Kodiak Island is the U.S. Fish and Wildlife Service (USFWS). USFWS manages the Kodiak
National Wildlife Refuge (KNWR), which comprises 1.8 million acres of the archipelago, a
portion of the Becharof and Alaska Peninsula National Wildlife Refuge (APNWR), and the
Alaska Maritime National Wildlife Refuge (AMNWR). KNWR is managed primarily as habitat for
the Kodiak Brown Bear, the largest bear in the world. The USFWS is the largest single land
manager in the Borough. The refuges are managed as multiple use areas and allow a wide variety of
uses that do not interfere with the primary purpose of each refuge. The Borough boundary on the
west, across Shelikof Strait, includes a portion of Katmai National Park managed by the
Department of the Interior, National Park Service, The U.S. Coast Guard (USCG), and the
Department of Transportation. The U.S. Coast Guard Support Center Kodiak, which is located
near the Kodiak urban area, contains over 21,000 acres.
A portion of the scattered small rural parcels in the Borough are federal trust lands. Except for
Native Allotments and Federal Town site lots, no other federal trust lands, such as Indian
reservations, exist in the Borough. These parcels are held in trust by the federal government in the
name of the owner. The activities on the parcel and any transfer of title must be approved by the
Bureau of Indian Affairs (BIA). Since they are federal trust lands, the parcels are exempt from most
local and state regulations, as well as taxation, until ownership is transferred. Federal environmental
laws such as NEPA and the Clean Air and Water Acts do apply.
(Kodiak.org)
State Lands
The most significant State lands in the Borough are the region’s vast tidelands. The State does own a
significant amount of upland area in the Borough. Most State uplands are in the northeast part of
the Borough near the City of Kodiak and south around Ugak Bay to Dangerous Cape. State land
selections are now complete in the Borough and new additions to state ownership are not likely. The
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Alaska Department of Natural Resources (DNR) manages most state land in the Borough. A few
areas have had management authority transferred to other State agencies. The Alaska Department of
Transportation and Public Facilities manages roads and airport facilities, the Alaska Department of
Fish and Game (ADF&G) manages the Tugidak Island Critical Habitat Area and the Division of
State Parks within DNR manages state park lands. State parks accessible by road include: Fort
Abercrombie, Buskin River and Pasagshak State Recreation Sites. A large portion of Shuyak Island is
an undeveloped state park accessible only by water or air. The newest State park in the borough is
located on the northern coast of Afognak Island. In total, 5 state parks throughout Kodiak Island
comprise 56,448 acres.
(Kodiak.org)
Private Lands
The greatest growth among land ownership categories in the Borough has been privately held lands.
Most of the lands selected by the Native regional corporation, Koniag, and the village corporations
have been transferred for management or patented to the corporations. Over 750,000 acres of land
have been transferred to these private corporations. This amounts to about 17 percent of the total
land mass of the Borough. Much of this acreage, such as that on Afognak Island, was selected for
timber resources or other development potential. However, some of this acreage was selected from
within Wildlife Refuges and contains areas with high habitat values for fish and wildlife. Over the
past several years, money from the Exxon Valdez Oil Spill settlement has allowed the federal
government to repurchase much of this land. The surface estate to former Wildlife Refuge lands is
subject to regulation to ensure its protection in a manner that will not materially impair the values
for which the refuge was established and the subsurface estate (mineral rights) to such land was
retained by the federal government. Except for lands previously part of a Wildlife Refuge, the
subsurface estate of all Native lands is owned by Koniag, Inc.
(Kodiak.org)
Alaska Native Claims Settlement Act (ANCSA) Lands
Collectively, as the largest private land owners’ in the archipelago, the ANCSA corporations have
the greatest potential for both resource development and other development opportunities. ANCSA
lands in the region have been developed in a variety of ways including: logging; tourism facilities and
activities; residential real estate development; federal and state land acquisition through the Exxon
Valdez Oil Spill Council habitat restoration activities; mining; and gravel and rock sales. (SWAMC CEDS
2010)
Political Geography
Alaska Native Claims Settlement Act (ANCSA) –
Regional & Village For-Profit Corporations &
Native Non-Profit Associations
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
An impact was made on the state of Alaska, including the Native people of Kodiak Island, when the
ANCSA was signed into law by President Richard M. Nixon on December 18, 1971. The largest
claims settlement in United States history, ANCSA was intended to resolve the long standing issues
surrounding aboriginal land claims in Alaska, as well as to stimulate economic development. The
settlement extinguished Alaska Native claims as obligated under the Treaty of Cession with Russian
in 1867, by transferring titles to twelve Alaska Native regional corporations and over 200 local
village corporations.
Koniag, Inc., one of the thirteen Alaska Native Regional Corporations created under ANCSA, was
incorporated in Alaska on June 23, 1972 by the Alutiiq People of the Kodiak Archipelago. At
incorporation, Koniag, Inc. enrolled about 3,400 Alaska Native shareholders. ANCSA regional and
village corporations selected land in and around existing Native villages in the State in proportion to
their enrolled populations. The regional and village corporations are now owned by Alaska Native
people through privately owned shares of corporation stock.
In 1971 Koniag received $24 million as its share of the $962 million cash settlement approved by
Congress, along with the rights to 161,664 acres of surface lands and 773,687 acres of subsurface
rights as its share of approximately 45 million acres of lands transferred to newly formed Alaska
Native corporations in the settlement act. Koniag has about 3,700 shareholders, about half who live
in Alaska and half in the Lower 48 states. Koniag’s original land entitlement under ANCSA was 895
acres plus the subsurface estate of lands allocated to village corporations in the Koniag Region.
Complications of the land selection process, especially the lack of available land given the region’s
long history of non-native settlement, led to land exchanges through which Koniag was permitted to
select subsurface rights in lands along the coast of the Alaska Peninsula across Shelikof Strait from
Kodiak Island. Later, some of the Alaska Peninsula lands were exchanged for land on Afognak
Island.
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
Population
The population of the Kodiak Island Borough, according to the 2016 estimates from the Alaska
Department of Commerce, Community and Economic Development, is 13,563, including the
outlying villages. The total population of the Kodiak Archipelago villages is 765.
Accumulatively, the village p opulations were 74% Alaskan Native/American Indian, 18%
Caucasian, 6% two or more races, 2% Hispanic and less than 1% of both Asian/Pacific Islander
and African American. These numbers reflect the most current demographic information, based
on the 2010 census. The Kodiak Island Borough appears to be experiencing a slow-but-long- term
shift in racial and ethnic distribution. The 2000 Census Bureau shows no significant increase in
both the ‘Asian/Pacific Islander’ and ‘Hispanic Origin’ categories. In 2000, 17% of the population
belonged to the ‘Asian/Pacific Islander’ group. By 2010, this group remained at 17%. Conversely,
the proportions for ‘Whites’ decreased from 59% in 2000 to 55% in 2010. The ‘Native American’
and ‘African American’ groups saw very small changes, on the order of 1-percent. (Kodiak.org)
2010 US
Census
2016 Population
Estimate
City of Kodiak 6130 6124
Akhiok 71 97
Chiniak 47 46
Larsen Bay 87 77
Old Harbor 218 231
Ouzinkie 161 159
Port Lions 194 177
Karluk 37 24
USCG Base 1301 1302
Other Areas 5346 5326
Total Borough 13592 13563
https://www.commerce.alaska.gov/web/
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
City of Kodiak ~Population 6,124
The City of Kodiak is located near the northeastern tip of Kodiak Island. The city is one hour by air
from Anchorage and just over 3 hours from Seattle, Washington. The Alaska State ferries, the M/V
Tustumena and M/V Kennicott, connect Kodiak with Port Lions, Old Harbor, Ouzinkie and the
communities of the Kenai Peninsula. The Kodiak State Airport has three paved runways of various
lengths with FAA 1tower services. Kodiak also features a municipal airport with a 2,883 foot paved
runway. There are floatplane facilities at Lilly Lake, St. Paul Harbor and Trident Basin on Near
Island. The city is served by two airlines conducting a total of 7 flights daily between Anchorage
and Kodiak. Kodiak is also served by two-all cargo carriers and one scheduled intra-island carrier.
The Port of Kodiak Municipal Harbor, owned by the City of Kodiak, is home to Alaska’s largest
fishing fleet, having a total of 650 slips. The surrounding road-connected residential areas are
Chiniak, Monashka Bay, Service District 1, the U.S. Coast Guard Base and Women’s Bay.
http://www.city-data.com/city/Kodiak-Alaska.html
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
Rural Native villages in the Kodiak region
Akhiok is a coastal maritime community located on the south end of Kodiak Island; west side of
Alitak Bay between Kemph and Moser Bay. It is about 98 air miles southwest of Kodiak City and
340 air miles southwest of Anchorage. Transportation to and from the island is limited to small
plane and private marine vessel, as there are no roads connecting Akhiok to any of the other villages
or to the City of Kodiak. The terrain surrounding Akhiok is made up of low hills, tundra like valleys
and flat land, home to roughly 85 people. Residents of the community are predominantly Alutiiq
with a small number of Caucasian and Filipino. Their serene village is home to an abundance of
animal life, all of which sustain the subsistence lifestyle of the Akhiok residents.
The City of Akhiok was incorporated in 1974 and is a second class city within the Kodiak Island
Borough system. Akhiok has a seven–member city council from which the mayor and other officers
are selected. Two federally recognized tribal councils, Akhiok Tribal Council and Kaguyak Tribal
Council, are recognized by the Bureau of Indian Affairs as the official tribal governing bodies of the
community of Akhiok. Although they are eligible to administer a variety of federal programs,
including local health care, employment assistance and other social services they assign their federal
contracting authority to Kodiak Area Native Association (KANA) by resolution. KANA in turn,
administers the programs and provides essential services.
Akhiok ~ Population 97
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
AKHIOK ~ Comments Relevant to Communities Economic Status
Housing Yes There are 34 housing units in Akhiok.
Air Strip Yes The small gravel air strip is in need of an expansion in order to accommodate larger aircraft and needs IFR
equipment as well as portable lighting for use during emergency evacuations.
AK Marine Hwy Service No The Ferry Service would allow transportation for locals and goods to and from the community at a less
expensive rate. It would also open up the opportunity for tourism.
Community Hall Yes The City of Akhiok shares office space with Akhiok, Kaguyak Tribal Council’s and Post Office.
Community Water / Septic
/Refuse
Yes Water is filtered and chlorinated before distribution through the central piped water system; a community
operated piped sewage collection system is installed.
Landfill is operated by the City of Akhiok and located east of the town, pick up service is not available.
Community Store No
Electric Service Yes The community operates its own electrical system with electricity provided by the City of Akhiok; electricity
is generated by oil;. Getting fuel to the village is expensive and a challenge, Akhiok would benefit from more
cost efficient power.
Fuel Storage / Distribution Yes Bulk fuel is available; 30,000 gallon storage by City of Akhiok; over 100,00 gallons of diesel at Wards Cove
Library Yes The community has access to the school library
Medical Clinic/Health
Services
Yes Akhiok has a new clinic built in 2009 and is staffed by KANA supported CHP’s; BHA; and itinerant medical
and dental visits from KANA; telemedicine is used; emergencies are handled by village staff & USCG.
Municipal Boat Harbor No A boat harbor would allow goods to be transported in and out of the community at a lesser expense. It
would also allow locals involved in the fishing industry to moor their boats in a home port.
Municipal Dock No A docking facility would allow as safer way for fuel and goods to be transported in and out of the community
and at a more economical rate as freight both via vessel and air is cost prohibitive.
Public Safety / Fire Protection Yes KANA provides a VPSO position is filled and the community has no volunteer fire department at this time.
Marine Facilities No Marine facilities would enable docking / moorage, and would allow for expansion in fishing as well as
tourism opportunities.
Air Service Yes Regular flights are scheduled however due to weather conditions the village often goes without service for up
to a week at a time. An upgraded airport facility would assist the frequency of service.
School Yes The school is operated and maintained by the KIBSD; K-12 with up to 2 full time teachers; school was built
in 1982; facility is used by community during selected non-school hours.
Seafood Processing No A cannery is located across the bay from Akhiok. Building a road to the Alitak Cannery would allow locals
“SAFER” transportation to access goods, fuel and employment opportunities.
Second Class City Yes Due to the size of the community the City of Akhiok has limited funds to operate city run utilities.
Telephone Service / Internet Yes The phone system, Internet in place is dependable.
U.S Post Office Yes The USPS operates a small postal office out of the city and tribal building. This facility is in need up
maintenance or replacement.
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
On Kodiak's southwest coast, the community of Karluk sits beside the Karluk River, facing
the Shelikof Strait. Karluk is 73 air miles southwest of the City of Kodiak, and 301 air miles
southwest of Anchorage. The terrain of the area is characterized by low-lying mountains laced
with rivers and streams. The Alutiiq people are believed to have inhabited the area over 7,000
years ago. There are 46 registered archaeological sites along the Karluk River.
Home to 43 residents, 94.6% of Alutiiq descent, the community can only be accessed by
private marine transportation and small aircraft. The State of Alaska’s 2,400–foot runway can
accommodate the small commuter airlines that service the community. There is no crosswind
runway or control tower. Karluk is lacking a harbor and docking facilities; the marine cargo
company that delivers goods to Karluk uses a landing craft to bring supplies ashore.
Karluk is an unincorporated community, with no municipal government structure. The
community is governed by the Karluk Indian Reorganization Act (IRA) Tribal Council, the
official governing body, made up of seven board members elected to two year terms in
accordance with their bylaws. The tribal council administers a variety of federal programs,
including local health care, employment assistance, and other social services. Health care services
for the Tribe are provided by KANA, by agreement.
Karluk ~ Population 24
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
KARLUK ~ Comments Relevant to Communities Economic Status
Housing Yes Private housing, Kodiak Island Housing Authority, BIA, 24 housing units total.
Air Strip Yes The small gravel air strip is in need of an expansion in order to accommodate larger aircraft and needs
IFR equipment
AK Marine Hwy Service No The Ferry Service would allow transportation for locals and goods to and from the community at a
less expensive rate. It would also open up the opportunity for tourism.
Community Hall No
Community Water / Septic
/Refuse
Yes Water supply is by nearby mountain streams; 50,000 gallon water storage capacity, no charge for water;
sewer consumers are charge $10 per / mo.; there is no refuse collection they use landfill; school
organizes aluminum can recycling drives.
Community Store No
Electric Service Yes The Alutiiq Power & Fuel Company operates a 50-kilowatt generator. Rates for both commercial &
residential are $.60 per KW. . The State of AK power Cost Equalization subsidizes pare of customer’s
monthly charges.
Fuel Storage / Distribution Yes By Alutiiq Power and Fuel Company – 50,000 gallons of fuel storage, delivered 3 times per yr.;
gasoline shipped in and stored in barrels.
Library Yes The community has access to the school library
Medical Clinic/Health
Services
Yes Provided by HIS supported staffing; limited medication at clinic; itinerant services every two months;
EMT training limited in village.
Municipal Boat Harbor No A boat harbor would allow goods to be transported in and out of the community at a lesser expense.
It would also allow locals involved in the fishing industry to moor their boats in a home port.
Municipal Dock No A dock is being planned.
Public Safety / Fire Protection Yes Public Safety and Fire Protection are provided by AST, and a volunteer fire department.
Marine Facilities No Marine facilities would enable docking / moorage, and would allow for expansion in fishing as well as
tourism opportunities.
Air Service Yes Regular flights are scheduled however due to weather conditions the village often goes without service
for up to a week at a time. An upgraded airport facility would assist the frequency of service.
School Yes Operated by KIBSD and maintained by the KIB, thirteen students / one full-time teacher.
Seafood Processing No There are no operational seafood processing plants.
Second Class City No
Telephone Service / Internet Yes The phone system in place is dependable; Residents have internet access by purchasing their own
satellite dishes
U.S Post Office Yes The USPS operates a small postal office.
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
Larsen Bay is located near the junction of Larsen Bay and Uyak Bay fjords on the northwest coast of
Kodiak Island. The Alutiiq village of Larsen Bay is located 60 miles southwest of the City of Kodiak
and 283 miles southwest of Anchorage. Larsen Bay can only be accessed by small commuter airlines
that service the area or by private marine vessels. Floatplanes land in the waters in and near the
community servicing the community and outlying gillnet camps and sites.
Larsen Bay was incorporated as a second class city in 1974. The seven members of the Larsen Bay
City Council are elected to three-year staggered terms. The mayor is a member of the city council,
and is elected by the membership of the city council to a one-year term. The City of Larsen Bay
provides electricity, water, sewer, road maintenance, and solid waste disposal. A small hydroelectric
plant located about a mile from the community generates electricity. 3.5 miles of gravel roadway
are maintained by the City of Larsen Bay.
The seven member Larsen Bay Tribal Council serves as the tribal government for Alaska Native
residents of Larsen Bay. Issues of concern to the tribal government include health care, social
services, and tribal operations.
A commercial fish cannery was first established in Larsen Bay in 1912. This cannery, still in
operation, is one of only two remaining canneries operating on Kodiak Island that are not located in
the City of Kodiak. The cannery only operates during the salmon fishing season and generally does
not employ local Larsen Bay residents, choosing instead to employ foreign workers willing to work for
low wages.
There are about 88 residents of the village, with 76% being of Alaska Native descent. During the
summer months the population of the village of Larsen Bay more than doubles as the commercial
salmon fishery gets underway. Summer and fall are characterized by an influx of tourists in search of
world class sports-fishing, bear viewing, hunting, and site seeing. As the fisheries have been in
decline since the 1980’s, this tourism based on sports fishing and hunting has developed into a larger
economic presence in the village. As a result, numerous lodges have emerged, primarily operating
between the months of May and October. Most of these lodges are not owned and operated by
local Larsen Bay residents, resulting in disputes regarding the zoning between the lodge owners and
the local residents.
Larsen Bay ~ Population 77
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LARSEN BAY ~ Comments Relevant to Communities Economic Status
Housing Yes The KIHA provides housing, there are 70 housing units; three new rental units were completed in 2001; there
are 5 lodges in the community & 2 bed and breakfasts.
Air Strip Yes The small gravel air strip is in need of an expansion in order to accommodate larger aircraft and needs IFR
equipment.
AK Marine Hwy
Service
No The Ferry Service would allow transportation for locals and goods to and from the community at a less
expensive rate. It would also open up the opportunity for tourism.
Community Hall Yes This is a shared space with the City of Larsen Bay and contains the Teen Center & Senior Kitchen.
Community Water /
Septic /Refuse
Yes Water is supplied by a nearby well; there is a 283,000 gallon water storage capacity; septic tanks hold waste
solids and liquid waste flows through an outfall line into the bay; residential and commercial rates are $45
per/mo; a State permitted landfill is 13,000 sq ft and the landfill is near capacity; City of LB maintains the
landfill & provides weekly garbage pickup for a fee of $5 per/mo; in 2005 an electric fence was installed.
Community Store No The City operates a small supply shop in the building, with limited hours during the week. In the summer an
outside residence operates a store with restricted community involvement.
Electric Service Yes Larsen Bay’s 475 KW mini hydroelectric facility has ample power available for business development; hydro
power is supplemented by diesel-generated electricity; the city is in the beginning stages of trying to expand
their reservoir to increase their power capacity.
Fuel Storage /
Distribution
Yes Fuel is delivered to LB 3 X per/yr; the City of LB is the fuel distributor; Fuel storage capacity is 150,000
gallons diesel & 20,000 gallons for gasoline; up to 2,000 lbs of propane can be stored; fuel costs are: diesel
$6.02 per gallon, gasoline $5.64 per/ gallon; propane $2.05/lb; the new tank farm was constructed in 2005.
Library Yes The community has access to the school library
Medical Clinic/Health
Services
Yes Larsen Bay has a clinic, staffed by KANA supported CHP’s; BHA; and itinerant medical and dental visits from
KANA; telemedicine is used; emergencies are handled by village staff & USCG.
Municipal Boat
Harbor
Yes A new boat harbor with road access was built in 2003.
Municipal Dock No Icicle Seafood’s has a 400 ft dock, marine storage, crane service, & an uploading area on the beach; there are
two areas outside KSP for unloading landing barges. This is not a municipal dock; it is old, privately owned,
with restricted access.
Public Safety / Fire
Protection
Yes A VPSO is supported by KANA; and the village has a volunteer fire department.
Marine Facilities Yes Marine facilities would enable docking / moorage, and would allow for expansion in fishing as well as tourism
opportunities.
Air Service Yes Regular flights are scheduled however due to weather conditions the village often goes without service for up
to a week at a time. An upgraded airport facility would assist the frequency of service.
School Yes Larsen Bay’s School is operated by KIBSD and maintained by the KIB; 17 students taught by 2 full-time
teachers; preschool classes are offered; vocational training is offered by KANA.
Seafood Processing Yes A cannery is operated seasonally within the village of Larsen Bay.
Second Class City Yes
Telephone Service /
Internet
Yes The phone system in place is dependable; Businesses and Residents have internet access by purchasing their
own satellite dishes
U.S Post Office Yes Construction of a new post office was completed in November 2004.
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
The community of Old Harbor is located on the southeast side of Kodiak Island in Sitkalidak Strait off the
Gulf of Alaska. The community is about 70 miles southwest of Kodiak and 300 miles southwest of
Anchorage. Placed at the base of steep mountains, the physical topography around Old Harbor is very rugged.
Old Harbor has three distinctive small neighborhood sites. Old Harbor is accessible only by air and water.
Inhabited by the Alutiiq people, nearly 7,500 years ago, the village is home to 231 people.
Old Harbor is incorporated as a second class city, and is governed by a seven person city council that includes the
mayor. Council members serve staggered three-year terms and elect the Mayor. The city is primarily responsible
for community facilities such as water and sewer, public buildings, the small boat harbor and dock, and collaborates
with the Alutiiq Tribe of Old Harbor on projects such as road maintenance and land fill operations.
The Alutiiq Tribe of Old Harbor is recognized by the Bureau of Indian Affairs with the Old Harbor Tribal
Council as its official governing body. The tribal council consists of seven members, elected at-large according
to an adopted constitution and bylaws. The tribal government funds and administers social, cultural,
environmental, youth, transportation and wellness programs within the community. The tribal government
contracts with KANA to provide health care, senior citizens meal program, public safety.
Commercial fishing continues as the economic mainstay in the village and in 1988 with the commercial fishing
industry booming the population was estimated to be 400 residents. Today the once solely fishing reliant
community is supplemented by ecotourism. Sport fishing guides, three lodges and several bed and breakfasts
are some of the businesses that have been developed to serve visitors from all over the world interested in a
wilderness experience.
Old Harbor ~ Population 231
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OLD HARBOR ~ Comments Relevant to Communities Economic Status
Housing Yes There are 111 housing units in Old Harbor, 14 of which are owned by Kodiak Island Housing Authority.
Air Strip Yes A small gravel air strip is currently adequate to serve the community. The City of Old Harbor is currently making
improvements to the State of Alaska DOT owned airfield. These improvements will expand the airfield to 4700 feet to allow
larger planes into Old Harbor and is expected to be completed in 2017.
AK Marine Hwy Yes Old Harbor receives ferry service twice a month May to September based on state funding availability.
Community Hall Yes The current community hall is located in a tsunami risk zone and lacks wheel chair accessibility, space and cooking facilities.
A new community hall is needed that would serve as a tsunami shelter, Culture & History Center & food bank. The facility
would need to be located at higher ground, wheel chair accessible, have a kitchen, walk-in freezer and refrigerator, and
recreation area.
Community Water
/ Septic /Refuse
Yes The septic system in the two newer sections of town is adequate for the current population. The system down town needs
repair and would need to be replaced if usage is expanded. For water the current distribution system is in need of urgent
repair with extensive, costly leaks throughout the community. A new treatment facility and water storage tank were installed
in 2011. Water storage capacity is 120,000 gallons, commercial water/sewer rates are $108 per/mo; residential is $40
per/mo. Solid waste is by landfill.
Community Store Yes Two small community stores provide goods limited in variety & quality. Due to the cost of importing, products are
expensive. This service would benefit from scheduled marine transportation.
Electric Service Yes AVEC provided electric using a 75 KW generator; residential and commercial customers are charged $0.63 per KW plus a
fuel surcharge; The State of AK Power Cost Equalization program subsidized the cost of electricity to $0.20 per KW up to
500 KWH/mo.; limited power is available for new business development.
Fuel Storage /
Distribution
Yes The City of Old Harbor distributes fuel in the community; bulk fuel is delivered 5 X per/yr; diesel fuel is sold for
$4.55/gallon and gasoline is sold for $7.14 per/gallon; diesel and gasoline storage capacity is 128,000 gallons.
Library Yes Limited access for youth to the school library during the school year. A joint use agreement would be beneficial for the
community to access resources.
Medical
Clinic/Health
Services
Yes Old Harbor’s New Clinic was built in 2007, staffed by KANA supported CHP’s; BHA; and itinerant medical and dental
visits from KANA; telemedicine is used; emergencies are handled by village staff, volunteer response team, & USCG.
Service to the non-native population is limited, this needs to be re-evaluated to serve this population in the community as it
is growing and will continue to grow with economic development.
Municipal Boat
Harbor
Yes An improved and expanded City Small Boat Harbor Facility was completed in 2010 and accommodates the current fleet.
The harbor is currently at full capacity.
Municipal Dock Yes The new city dock facility was recently completed in 2011 to accommodate fuel delivery, ferry services and larger vessels.
Public Safety /
Fire Protection
Yes A single VPSO, Village Public Safety Officer, who is charged with administering state law enforcement, fire department,
search and rescue, and emergency medical response, is supported by KANA; the village also has a volunteer fire department.
Marine Facilities Yes, Marine facilities would enable docking / moorage.
Air Service Yes Regular flights are scheduled however due to weather conditions the village often goes without service for up to a week at a
time. An upgraded airport facility would assist the frequency of service.
School Yes Old Harbor’s public school is operated by KIBSD and maintained by the KIB; K-12 is provided by 5 full time teachers. The
community is interested in pursuing the development of a charter school based on cultural values and traditions.
Seafood
Processing
Yes The community would benefit by having a large processing plant. It would be supported by the growing fishing fleet, would
provide jobs for locals, and raw fish taxes would be beneficial for the City of Old Harbor. A small privately owned smoke
house and fish processing plant is located in Old Harbor; this plant operates seasonally on a limited basis.
Second Class City Yes
Telephone Service
/ Internet
Yes In 2013, cellular service was established in Old Harbor with the infrastructure set up by Kodiak Microwave System, and Old
Harbor Corporation subsidiary, administered by GCI.
U.S Post Office The USPS operates a part-time, small postal office in the Tsunami flood zone. The community would like this office
relocated to a central safe-zone.
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Ouzinkie is located on the west coast of Spruce Island, a small island off the northerly coast of
Kodiak Island and approximately 10 air miles from the City of Kodiak and 247 air miles southwest
of Anchorage. The village is accessible only by water or air. The island is characterized by swampy
areas, volcanic rock and soils, sedimentary rock, and an abundance of tall Sitka spruce trees.
Ouzinkie and its surroundings are home to a wide variety of fish and wildlife species, which locals
rely on for commercial fishing, subsistence hunting and fishing, and sports hunting and fishing.
Ouzinkie is recognized as a second-class city organized under the State of Alaska and has a seven
member council elected to three-year staggered terms. Ouzinkie is also governed by its federally
recognized tribal government, the Ouzinkie Tribal Council. The Council administers several federal
grants and addresses issues concerning Alaska Native members of the community. Through an
agreement with the tribal council, the regional non-profit association, KANA, provides the native
people of the village with medical, behavioral health, and other community care services. KANA
provides a small clinic in the village.
The economic base for Ouzinkie is a mixture of local employment and State and Federal assistance
programs. Although Ouzinkie was once a thriving commercial fishing community (particularly due
to salmon fishing), there are currently only three operating commercial fishing vessels and only two
of them have salmon permits. The CFEC’s 2009 data indicate that there are a total of 36 commercial
fishing permits currently held by Ouzinkie residents. The actual number of current Ouzinkie
residents possessing commercial fishing permits is 17.
In 2004 the Spruce Island Development Corporation (SIDCO), a 501(C) (3) non-profit corporation,
was formed by the community to identify and address the decline in the economy for Ouzinkie over
the past twenty years. Located in the community of Ouzinkie, SIDCO, through its Board of
Directors, brings together one central working entity that focuses on supporting long term
community sustainability. The SIDCO Board represents a cross section of the community including
the leadership of the City of Ouzinkie, Ouzinkie Tribal Council, and the Ouzinkie Native
Corporation. This organization supports effective long term economic development, project
planning and implementation.
Ouzinkie ~ Population 159
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OUZINKIE ~ Comments Relevant to Communities Economic Status
Housing Yes Private housing, Kodiak Island Housing Authority, BIA, 88 housing units total.
Air Strip Yes New expansion was completed in 2010.
AK Marine Hwy Service Yes The State of Alaska has approved a legislative grant for 2.5 million dollars to add amenities to the
Municipal Dock that will allow for the berthing of large vessels. This will allow for year-round
ferry service.
Community Hall Yes This space is shared with the Tribal Offices and Senior Kitchen.
Community Water /
Septic / Refuse
Yes Water is supplied with water from Mahoona Lake; commercial rate for water and sewer is $75 per
month; residential rate is $30 per / mo; senior citizens is $20 per/mo. Refuse is disposed in 10-
acre landfill; monthly refuse fee is $12.50 commercial / $10 residential / $5 seniors.
Community Store No There has not been a community store in Ouzinkie since 2009.
Electric Service Yes The 400 KVA electric generation system that services the entire community / sufficient power
for new businesses; commercial and residential rates are $.34 - $.41 per KW hr. The State of AK
power Cost Equalization subsidizes pare of customer’s monthly charges.
Fuel Storage /
Distribution
Yes 80,000 gallon capacity bulk fuel storage facility / filled 3 X per year; four new double-walled
20,000 gallon storage tanks were recently installed; no gas facility; Ouzinkie Native Corp charges
$3.46 per gallon for diesel, propane at $147.68/ per 100 lbs.
Library Yes The community has access to the school library. The Tribe also has a media center/library and
there is another library facility at the City Office.
Medical Clinic / Health
Services
Yes Ouzinkie has a clinic, staffed by KANA supported CHA’s; BHA; and itinerant medical and dental
visits from KANA; telemedicine is used; emergencies are handled by village staff & USCG.
Municipal Boat Harbor Yes Currently accommodates 5 boats & 20 skiffs
Municipal Dock Yes Ouzinkie Municipal dock is a rock and sheet pile facility encompassing approximately 3.5 acres of
usable surface area and has a gravel boat launch ramp and a 20 ton crane.
Public Safety / Fire
Protection
Yes Public safety is supported by KANA’s VPSO program, but at this time, Ouzinkie does
not have a VPSO assigned permanently; Fire protection by volunteer fire department.
Air Service Yes Regular flights are scheduled however due to weather conditions the village often goes without
service for up to a week at a time. An upgraded airport facility was completed in July 2010, but
the small planes flying to the village are still unable to land at times of severely bad weather.
School Yes A school is operated and maintained by the KIBSD; grades K-12, average student count of 44
students; 4 full time teachers; preschool is offered as well as college courses through the
Community College.
Seafood Processing No
Second Class City Yes
Telephone Service /
Internet
Yes Phone service available; cell phone service is available through GCI. Residents have internet
access by purchasing their own satellite dishes. It is anticipated that Kodiak Kenai Cable
Company will be offering high speed internet in 2013.
U.S Post Office Yes
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Port Lions is located on the north coast of Kodiak Island, near the mouth of Settler Cove on the
west side of Kizhuyak Bay. It is 19 air miles to the southwest of the City of Kodiak and 247 air
miles southwest of Anchorage. Access to the village is limited to marine and air travel. The
mountainous terrain is covered with Sitka spruce, cottonwood, birch, alder and willow trees. Port
Lions was established following the partial destruction of Afognak Village, on Afognak Island, by
the 1964 Good Friday Earthquake and Tsunami. The community was named in honor of the Lions
Club, which supported the rebuilding and relocation of the village. The community is rich in culture
and history dating back at least 6,000 years. A majority of the residents can trace their ancestry to
the Old Village of Afognak and have a diverse mix of indigenous Sugpiaq/Alutiiq, Russian, and
Scandinavian bloodlines.
The City of Port Lions is a second class city within the Kodiak Island Borough and the State of
Alaska. The seven member city council is elected to staggered three year terms of office. The mayor
is elected to a one year term by the city council. The Native Village of Port Lions is a federally
recognized tribe, governed by a seven member board that is also elected to three year staggered terms
of office by the tribal membership. Through resolution from the Native Village of Port Lions,
KANA Provides the Native Village of Port Lions with medical, dental, and behavioral health services.
In addition, KANA provides a Village Public Safety Officer for the community through an agreement
with the City of Port Lions.
The community of Port Lions is identified as economically distressed. Port Lion’s economy has
sustained itself through the years with a mix of commercial and subsistence fishing, including
cannery operations. During the last two decades, this has changed as a result of new fishing
regulations and a steady decline in fishing prices. This has resulted in residents exiting the fishing
industry and moving out of the community to seek employment to support their families. Today,
the community struggles to provide employment for its residents. Often times residents piece
together part-time and seasonal jobs in order to stay in their home community.
Port Lions ~ Population 177
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PORT LIONS ~ Comments Relevant to Communities Economic Status
Housing Yes There are 116 housing units in Port Lions.
Air Strip Yes A small gravel air strip is currently adequate to serve the community. An expansion, IFR equipment and
additional utilities such as lighting, water and sewer would be needed to accommodate larger freight aircraft and a
growing economy.
AK Marine Hwy Service Yes The M/V Tustumena provides transportation for the community resident & allows access to transport goods both
to & from the Alaska mainland via Homer & the City of Kodiak. It also opens up the opportunity for tourism.
The community is at risk of losing this service due to the aging condition of the docking facility as well as the
vessel itself.
Community Hall Yes Community Hall has water damage and needs some skirting and siding replaced. The Community hall can be
rented out for various functions at a rate of $50.
Community Water / Septic
/Refuse
Yes A water dam reservoir supplies water; rates are $45.50 per/mo for residential and $72.92 to $341.33 for
commercial. The City provides primary sewage treatment; residential users is $18.20 per/mo & commercial rates
are $29.16 to $136.53 per /mo. For solid waste a 10,000 cubic-yard landfill is operated by the City of Port Lions;
rates are $8.03 for residential & $29.43 to $58.85 for commercial.
Community Store No Small student store operates at school with very limited hours of operation
Electric Service Yes Electric power is supplied by a 20-megawatt Terror Lake Hydroelectric facility operated by KEA; Ample power is
available for new business development; back-up diesel generator power is available required rates are the same as
those charged in the City of Kodiak.
Fuel Storage / Distribution Yes The Native Village of Port Lions owns Kizhuyak Oil Sales, which distributes fuel 3 times a week and receives fuel
shipments approximately 3 times a year.
Library Yes The City of Port Lions operates the Jessie Wakefield Community Library. The library is open year round and
provides internet access free of cost to the community.
Medical Clinic/Health
Services
Yes Port Lions’ new clinic was built in 2008. Staffed by KANA supported CHP’s; BHA; and itinerant medical and
dental visits from KANA; telemedicine is used; emergencies are handled by village staff & USCG.
Municipal Boat Harbor Yes A breakwater-protected boat harbor can support 50 vessels over 30 feet and 32 vessels under 30 ft; is equipped
with a 2,000 sq ft loading dock w/ hoist.
Municipal Dock Yes The dock has a 16,000 ft surface and a 15 acre staging area; 58-acre industrial tract; and 2,000 sq ft warehouse.
Public Safety / Fire
Protection
Yes A VPSO is supported by KANA; Fire protection is provided by a volunteer fire department.
Marine Facilities Yes
Air Service Yes Two air services based in the City of Kodiak provide twice daily flights into Port Lions. Charters are also available. Regular
flights are scheduled however due to weather conditions the village often goes without service for up to a week at a time. An
upgraded airport facility would assist the frequency of service. Seaplane service is also available.
School Yes Port Lions School is operated by KIBSD and maintained by the KIB; K-12 is offered by 3 full-time teachers;
preschool classes are offered through KANA and the Native Village of Port Lions.
Seafood Processing No
Second Class City Yes The City of Port Lions was incorporated on January 24, 1966, and in 1972 became a 2nd class City
Telephone Service / Internet Yes Phone service available; residents have internet access by purchasing their own satellite dishes or through the
phone line. Cell Service is available through AT&T and Tel Alaska; internet service is limited and challenging
U.S Post Office Yes The Post Office is open Monday through Friday, from 8 am to 4:30 pm during the summer months and 8am to 5
pm during the winter months. Saturday hours are 8:30 am to 12:30 pm
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Workforce
Village Labor Force
Historically, the remote communities in the Koniag Region have supported themselves by
commercial fishing. Due to limited entry, which caused a significant decrease in the fishing fleet, and
an aging fishing population, the communities have experienced a significant decrease in population.
A large number of displaced fishermen have relocated their families from the rural communities
to seek other training and employment opportunities. Students often leave the village school
system to seek higher education and seldom return due to the lack of competitive job opportunities
available in the rural villages.
Five of six village communities in the Kodiak region qualify as economically distressed, according to
the Denali Commission analysis for 2017, leaving only Akhiok off of the distressed list. This is a
change from 2016 where only three of six villages qualified as economically distressed. Economically
distressed communities by definition have high levels of unemployment and low wages. Having an
economically distressed status allows communities to have access funding and support. There is an
appeals process that Akhiok may consider pursuing to have their status changed for 2017.
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The type of jobs filled in the villages are broken down into the following industries: 10% Fishing,
Hunting, Agriculture, Forestry and Mining; 2% Construction; 1% Manufacturing; 1% Wholesale
Trade; 10% Retail Trade; 4% Transportation, Warehouse and Utilities; 2% Information; 2%
Finance, Insurance, Real Estate, and Rental and Leasing; 1% Professional, Scientific, management,
Administrative and Waste Management Services; 34% Educational, Health and Social Services; 2%
Arts, Entertainment, Recreation, Accommodation and Food Service; 11% Other Services; and 20%
Public Administration.
Note: Due to the difficulty of finding the primary sources for information above, current statistics
for this CEDS document are pending further research.
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Natural Resources
Kodiak Island and the surrounding villages are breathtaking in beauty and plentiful in natural
resources. The island sits at the crossroads of the most productive fishing grounds in the world. In
2016, Kodiak ranked as the number three commercial fishing port in the United States in terms of
value of seafood landed and second in terms of pounds. The Port of Kodiak is "homeport" to
more than 700 commercial fishing vessels. Not only is Kodiak the state's largest fishing port, it is
also home to some of Alaska's largest trawl, long line, and crab vessels. Nearly 120 vessels based in
Kodiak are at least 80 feet long. More than one-third of the jobs in Kodiak are directly involved
in the fishing industry, in either the harvesting or processing sectors.
The forest products industry is a declining segment of Kodiak economy. One forest products
company operates within the Kodiak Island Borough, at Danger Bay. Another company, A 1
Timber Consultant a Chehalis, Washington based company, completed logging operations in the
Chiniak area.
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Exploration for minerals in the Borough has been sporadic and limited to areas of easy access.
Nearly all the mineral claims and areas of related activity are located near water passages. The
interior portions of the islands are relatively unexplored. It has been estimated that less than 20
percent of the Borough has been adequately prospected. Although no commercial metallic deposits
have been discovered in the Archipelago, the potential is present in the form of adequate intrusive
unites and widespread host rocks. Historically, gold has been the major commodity found in the
Borough, in both places and lode deposits. Metallic mineral resource development has occurred in
the past on a small scale, but at present there are no commercial-scale mining activities.
(Kodiak Region Comprehensive Economic Development Strategy)
The abundance of hunting and fishing opportunities combined with Kodiak’s natural beauty are also
a draw for tourists and there are potential tourism opportunities for the villages. By providing small
business training and resources and by establishing local goals and strategies focusing on tourism
new jobs can be created. Encouraging local Alutiiq artists to manufacture and market their goods is
another source of potential income.
Agricultural activities, both livestock and plant based, has in recent years become seen as more viable.
Though the climate and soil conditions make farming a challenge, there are tools that allow crop
production to be more successful. The road system on Kodiak has a significant number of high-
tunnels, or hoop houses, which allow for the growing seasons to be extended (both in the Spring and
Fall).
Agricultural activities are also increasing in the village communities in the Kodiak Region. The
Kodiak Archipelago Leadership Institute’s archipelago wide farming project called The Small Tribes of
the Kodiak Archipelago – Economic Stability through Food Security is partially funded with a US Department
of Health and Human Services Administration for Native Americans SEEDS Grant and
supplemented by local and regional contributions of services and materials. The project includes four
small, off-road systems communities in Larsen Bay, Old Harbor, Ouzinkie, and Port Lions.
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Transportation Access
Rural Kodiak Island’s transportation infrastructure development challenge is to define a
transportation system that link six widely dispersed, small communities in extreme marine
environments, to the city of Kodiak, the island’s population center as well as its service and supply
hub. The six communities, Akhiok, Old Harbor, Karluk, Larsen Bay, Port Lions and Ouzinkie have
a total year-round population of about 765 residents. These communities lie in on one of the most
challenging marine environments in the world, with routine exposure to sea conditions that keep
even Alaska Marine Highway System ships tied at the dock. The extremely rugged geography of
Kodiak Island makes road connections between communities and the city of Kodiak impractical.
There is no a road system that connects them to the City of Kodiak which limits their access to and
from Kodiak by air or sea.
The city of Kodiak and three village communities (Ouzinkie, Port Lions, and Old Harbor) receive
service from the Alaska Marine Highway. The M/V Tustumena is the main vessel assigned to the
route to connect these Kodiak Archipelago communities to Homer. However, the “Trusty Tusty”
was built in 1964 and is showing signs of her age, frequently requiring repairs and keeping her out of
service. The state of Alaska’s budget challenges could delay the needed Tustumena replacement
project.
Currently, only one air taxi service provides scheduled flights between the Kodiak road system with
the village communities. The air taxi company holds the essential air service contract and the United
States Postal Service contract. Historically, there has been barge services that held loosely scheduled
service around the island, making transportation of larger and bulkier items more affordable. This
option has not been available for many years.
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Strengths, Weaknesses, Opportunities, and Threats
Economic Cluster: Energy
Strengths:
- The Southwest Alaska Municipal Conference (SWAMC) received a grant from the
Department of Energy for the development of an Intertribal Energy Network. This grant
allowed KANA to receive the contract to fund a partial FTE as the Regional Energy
Coordinator for the Kodiak Region to focus on regional energy projects.
- KANA Economic Development Project Manager was accepted into the Arctic Remote
Energy Networks Academy (ARENA) where he will learn about micro-grid energy
systems and gain access to a network of energy professionals/experts.
- Ouzinkie engaged with the Department Of Energy, Office of Indian Energy to facilitate a
Strategic Energy Plan for the community.
- SWAMC/AEA Regional Energy Planning: AEA investment into development of a
comprehensive Energy Planning process to lower the long term cost of power and
dependence on fossil fuels in Alaska by looking at a total mix of energy needs in the
Kodiak Region.
- Success Stories: Kodiak Road System, including the community of Port Lions, runs at
99.5% renewable (hydro and wind). This example shows that renewable power generation
capabilities exist within the region.
- Power Cost Equalization (PCE): The Alaska Energy Authority’s PCE program provides
economic assistance to rural Alaska customers where the cost for power can be three to five
times higher than urban parts of the state. Five of the six village communities around
Kodiak received $295,676 in PCE payments in FY16.
- Partnerships: many communities reported that they are good at identifying partnerships
(both internally and externally)
- Ampy Meters: Three communities (Larsen Bay, Akhiok and Karluk) report that their
installation of Ampy Meter (Pre-pay electrical meters), have successfully been installed
and are: 1) Allowing past due customers to pay up their bill (bringing needed revenue
back into the electrical utility) and 2) Creating immediate incentive for users to monitor
their electrical usage and find ways to become more efficient.
- Old Harbor has biomass pellet manufacturing equipment. There has been some
experience built in the community, but it is limited at this time.
Weaknesses:
- Real cost of power in most communities is high (removing PCE from the equation)
- The Average cost of power (after PCE) for village communities off of the Kodiak Electric
Association grid is $0.30 per kWh.
- Cost of Fuel: While all communities have a high cost of fuel, two communities specifically
reported fuel delivery options limit their fuel purchasing options. These communities lack
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a fixed fuel connection dock (marine header) and dolphins that would allow fuel to be
delivered via a traditional fuel barge.
- Renewable Energy main source of energy: communities all have different amounts of
renewable energy capabilities and goals, but one community (Ouzinkie) identified the fact
that they are not 100% renewable at this time as a weakness.
- Ouzinkie has an aging energy infrastructure, with their original penstock on their hydro
system over 30 years old, made of PVC that has become brittle in spots having been
exposed to sun, and having had a major blow-out failure in mid-2016.
- Condition of equipment varies from village to village, but one village (Akhiok) specifically
noted that the condition of their equipment is old and failing and will need to be updated
and/or fixed. Complete failure is always a possibility; line loss is a major issue.
- Three of our six village communities are 100% reliant on fossil fuels for energy generation.
Opportunities:
- Energy Efficiency: Many communities reported energy efficiency upgrades to tribal and city
offices would be beneficial.
• Ouzinkie’s “Line Loss” issues could be a substantial Energy Efficiency measure to
accomplish
• KANA Based Energy Efficiency Coordinator – seek funding for project/position
- Ampy Meter Expansion: Village communities not currently utilizing this pre-paid utility
technology expressed interest in the performance experience in two communities who have
installed Ampy Meters. Provides Energy Efficiency opportunities as well giving users real-
time data on usage based on immediate behavior changes.
- SWAMC/AEA Regional Energy Planning: Communities expressed interest to continue with
the Regional Energy Planning efforts.
• Establishing a regionalized plan amongst the total mix of energy needs in the Kodiak
region will help provide the guidance needed to set and accomplish goals.
• Department of Energy, Office of Indian Energy Technical Assistance can engage
with communities in a Strategic Energy Planning process.
- Wind, hydroelectric, and solar are all potential opportunities, varying in applicability, for the
village communities to decrease dependence on fossil fuel electricity generation.
- Bio-Mass heating and energy production – pellets, cordwood, or chips. Ouzinkie (city and
tribe) and KANA have had pre-feasibility studies completed to assess the viability of this
technology.
Threats:
- State Budget Challenges
• Project Funding: Reduced availability of state funding will likely limit the amount of
energy projects that are funding in the state.
• Revenue Sharing (a threat to energy because of the case in Akhiok – where the
community uses the entire amount of the revenue sharing funds to purchase their
annual fuel delivery)
• While it is thought that the Power Cost Equalization endowment is likely safe
from the State of Alaska Budget issue; there is hesitance to make any
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improvements to the formula or operation. Any updates or edits could open
the door for state government to access the endowment.
- Success of City of Kodiak (road system) could overshadow the major issues related to high
cost energy in the rural (off-grid) communities in the Kodiak Archipelago.
- The impact of climate change and the threat of natural disasters that could increase the need
for additional resources.
- Environmental regulations could change the way fuel can be delivered to a couple of the
village communities. Larsen Bay and Akhiok both rely on delivery of fuel via floating fuel
hoses.
- Outmigration of population: high energy costs, along with lack of employment
opportunities, place large burden on families’ and businesses’ budgets and may be in part a
deciding factor in moving away from a village.
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Economic Cluster: Fisheries/Maritime
Strengths:
- Abundance of the Resources - Commercial, personal/subsistence, and tourism sectors:
Although there is some strife amongst user groups, in general, there remains enough of a
fisheries resource for everyone to access
- Greying of the Fleet: a multi-year project from 2014 to 2017 that was a partnership with the
University of Alaska and Alaska Sea Grant including the following key objectives:
• Document and compare barriers to entry into, and upward mobility within, fisheries
among youth and young fishery participants;
• Examine factors influencing young people’s attitudes towards, and level of
participation in, Alaska fisheries;
• Identify models of successful pathways to establishing fishing careers among young
residents; and
• Identify potential policy responses to address the graying of the fleet and develop
specific recommendations consistent with state and federal legal frameworks.
- City of Kodiak capital budget allocated funds for the installation of a public use crane on
Oscar’s dock. The crane has been requested and lobbied for by the small boat fishery
participants for many years.
- The Kodiak Fish Advocacy Group, with administrative support and meeting space provided
by Koniag, has begun to actively meet again in 2017. The group is generally chaired by
Theresa Peterson, a member of the North Pacific Fisheries Management Council.
- Alaska Maritime Workforce Development Plan: “A call to action and a guide for industry,
government, and educators to work together to enable Alaska’s maritime sector to remain
economically vibrant, ensure that Alaskans are qualified to fill these skilled and well-paid
positions, and increase the number of Alaskans in this workforce.”
• http://www.alaska.edu/files/fsmi/AK-Maritime-Workforce-Dev-Plan_High-Res_5-
22-14.pdf (page 1)
- Old Harbor exhibits a strong fishing fleet that employs a large part of their village
community.
Weaknesses:
- Environmental disaster response: there is a lack of emergency response for a major disaster,
such as an oil spill. Oil spill response training should be provided to rural villages to build
capacity in the event of a disaster.
- Large processors in the Kodiak market have been consolidating in recent years, which
could translate into few worker jobs, reduced economic activity, and lower prices paid to
fishery participants.
- Graying of the fleet: Many of the commercial fishing captains are reaching retirement age. It
is difficult for the younger generation to get started in the industry – financial, legal, and
permitting barriers are present.
- Lack of infrastructure to expand maritime industries in the small village communities.
- Limited Entry in the most lucrative fisheries, increasing barriers to entry for younger fishermen
- By-Catch Issues: Fisheries management working to determine how to manage fisheries by-
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catch - impacts large trawl vessels by altering their fishing techniques & impacts small vessels
because of significant volumes of by-catch that are discarded by trawl fleet, thus unavailable
for small fleet to harvest.
- High Cost of Energy reduces attractiveness of canneries in some locations
- Some cannery positions are perceived that they are not attractive for many village residents.
Perception need to be altered – slime line isn’t the only cannery position.
• Skills will be beneficial when searching for cannery to expand into the Old Harbor
market – or if the tribe will be doing themselves, then focus will need to be on
gaining basic skills, then growing these skills.
- Limited amounts of data seem to be available on fishing activities and impact in the rural
village communities in the Kodiak region.
- The participants in fisheries are aging considerably making a challenge filling their
impending retirement of significant concern.
Opportunities:
- “Catch Together” – the Kodiak Region has been in discussion with this group, whose mission
is: “Catch Together partners with fishermen and fishing communities to make sustainable
seafood impact investments. Our work strengthens fishing communities, cultivates
leadership, ensures local fishery quota availability and supports fishery management
improvements and ocean conservation”.
• Catch Together is interested in making investments in the Kodiak Region.
- State of Alaska Representative Jonathan Kreiss-Tomkins is working on a bill called the
“Young Fishermen’s Development Act” to provide training and financial support
opportunities that could encourage younger fishermen to enter the fisheries.
- City of Kodiak capital budget allocated funds for the installation of a public use crane on
Oscar’s dock. The crane has been requested and lobbied for by the small boat fishery
participants for many years. This could be an opportunity to leverage the funds budgeted by
the City of Kodiak as matching funds for a federal grant for building more fisheries
infrastructure in the City of Kodiak.
- The Sun’aq Tribe of Kodiak recently purchased the Ursin Cannery property. Sun’aq already
operates Kodiak Wild Source (a seller of wild Alaska Seafood, direct from the source).
Sun’aq’s plans to develop the Ursin Cannery are to increase production capabilities of Kodiak
Wild Source, build a restaurant, and create a cultural center.
- The Kodiak Harvest Food Cooperative, a not-yet-open grocery store in Kodiak, is focused on
carrying locally caught seafood to be sold in a grocery store locally in Kodiak. This is is a
major option for smaller boat fisheries in the Kodiak Market.
- Old Harbor has been working on enhancing the fisheries within the proximity of their
community, including discussions and preparations towards king crab and salmon
enhancement projects in Three Saints Bay.
- Canneries:
• Old Harbor has a long term goal of building a fresh fish processing facility in the
community, which will provide jobs, processing opportunities for local fishery
workers, and a fish tax
• Larsen Bay has a cannery in their community (owned by Icicle Seafoods) that
provides support for the city utility infrastructure and through a raw fish tax.
Currently, the cannery employs no village residents, which provides, albeit a low
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desire position, a possible employment opportunity.
• The Alitak Cannery (operated by Ocean Beauty) is located approximately 4 miles
from Akhiok. Currently, this cannery employs no village resident.
- Akhiok reports some halibut quota is not being used because they are so far away from a
processor that would accept it. Theresa Peterson reports that she might be able to find
an arrangement for the Alitak Cannery to accept the halibut.
Threats:
- Creation of additional Limited Entry programs enforced upon additional fisheries.
- Environmental disaster, namely an oil spill is a threat and has occurred historically in the
region.
- Outside sources make policy based on other interests
- Possible conflicting priorities with governing entities in region (city and borough)
- Variations in the quantity of resources can occur for a variety of reasons. The 2016 pink
salmon harvest was extremely poor, leaving many fishing operations in major financial
distress.
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Economic Cluster: Food Security
Strengths:
- Strong amount of growing conversation, action, and desire to gain control over food
sources. Many village residents, and specifically leaders, want to make moves toward self-
sufficiency in local food production.
• Ouzinkie: city council approved use of city equipment to move topsoil for field
crops (even if ANA grant isn’t successful); City will use old airport property that was
ceded to the city from the state for agricultural use
• The community hoop house garden is expanding agricultural interest throughout the
community (Old Harbor)
- Village communities report strong participation in subsistence activities by residents to
provide protein needs.
- The First Nations Development Institute funded a one year project at KANA called the
Kodiak Food Sovereignty Assessment. The goals of the First Nations’ Native Agriculture
and Food Systems Initiative is to assist targeted, rural and/or reservation-based Native
American communities in ensuring adequate food supplies for their communities, with a
particular focus on locally-grown, healthy foods, and in developing or expanding a locally-
controlled and locally-based food system that provides healthy foods to community
members and that supports local food producers and the local economy.
- The Kodiak Harvest Food Cooperative is a Kodiak based initiative to open a full-service,
cooperatively owned grocery store in Kodiak with a focus on carrying locally grown
produce and locally caught seafood. The coop is a registered business, has a seated board
of directors, and has nearly 250 paid members. This project has a significant potential to
support local producers in the Kodiak Region.
- Administration for Native Americans (ANA) - Agriculture Grant Application: Kodiak
Archipelago Leadership Institute applied for funding through ANA to establish agricultural
business in four of the village communities. This project was funded in 2015 and began in
October and will run for three years (to September 2018)
• Ouzinkie, Port Lions, Old Harbor, and Larsen Bay
Weaknesses:
- Limited experience growing own foods in current generation. Lots of the experience and
knowledge of what works agriculturally has been lost through the generations.
- Soil condition is thought to be poor – knowledge of how to cultivate the soil and increase
the nutrients of the soil is limited.
- High cost of food and limited access to healthy options at local stores in village
communities.
- Transportation of food to village communities is high, placing an added burden on already
economically distressed populations.
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- Limited amount of personnel in some communities – many of the best workers are already
employed (can this be backed up by data?)
Opportunities:
- KANA’s Employment Training and Support Services (ETSS) Workforce development –
Project Greenhouse -
• Akhiok: Smaller, more nimble agricultural project opportunity using existing
workforce development funds to train and employ youth in agricultural programs.
- Regular ferry or barge service could reduce costs of food transportation to village
communities.
- Title VI (Senior Meals), Farms to Schools, canneries, lodges, and Farmer’s markets as
options for customers
- Kodiak Grown unprepared food sales tax exemption, creating an incentive for consumers to
purchase locally grown food.
- Development of hydroponic agriculture infrastructure in the town of Kodiak, enabling
growth and sale of fresh and healthy greens and herbs on a year round basis. This growth
method pairs Kodiak’s relatively low cost electricity with the logistically and costly practice of
food importation to enable what appears to be a financially viable business development
concept.
- The Kodiak Harvest Food Cooperative is a Kodiak based initiative to open a full-service,
cooperatively owned grocery store in Kodiak with a focus on carrying locally grown
produce and locally caught seafood. The coop is a registered business, has a seated board
of directors, and has nearly 250 paid members. This project has a significant potential to
support local producers in the Kodiak Region.
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Threats:
- Steep learning curve in learning agricultural methods
- Climate change can change growing seasons and available food resources gathered and
hunted locally.
- Cheaper alternatives that the public can purchase instead of locally grown produce.
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Economic Cluster: Environmental – IGAP Consortium
Program
Strengths:
- KANA submitted an application for funding with the EPA to start an IGAP Consortium
program. The project has solid waste capacity building and water quality components.
- EPA IGAP funding is generally fairly reliable and stable
- A successful Environmental program already exists in Alaska that can be emulated and rolled
out in Kodiak.
- Rural Village communities have some level of Environmental technical capacity.
- Rural Village Communities should be cleared of nearly all of the scrap metal by the time of
project application and potential project would start, creating an opportunity for the Village
Communities to develop a sustainable program from a clean slate
Weaknesses:
- Tribal EPA IGAP programs are funded by the EPA are funded before consortium projects
(note: this is only a weakness for this initiative, however, this is a strength for Tribal IGAP
programs in that they are funded before Consortium programs)
- Some villages report a limited workforce is available in their communities.
Opportunities:
- EPA IGAP has extended funding for projects that address solid waste/landfill activities,
including backhaul, until 2020.
- Create specialized and trained workers that can serve the entire Kodiak Region even after the
completion of the project
• Automobile Recycling
• Freon Recovery – Refrigeration technician possibilities
• Hazardous Waste Operator training
• Future backhaul projects
Threats:
- EPA IGAP has been changing their funding priorities and will stop funding projects that
address solid waste/landfill activities, including backhaul, by 2020. This could happen sooner,
but that is not known.
- The Consortium, as the applicant, would need to obtain support on an annual basis from
Village Tribal Councils to apply for the grant. There is a misunderstanding that individual
village IGAP programs would be competing with the consortium project. Generally, if a one
of the tribes backs out their support, the entire consortia could be eliminated.
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Economic Cluster: Tourism
Strengths:
- Kodiak is an amazing place for tourists to visit with world class outdoor activities: fishing,
hunting, hiking, and wildlife viewing.
- “Discover Kodiak” has promoted Kodiak worldwide as a travel destination since 1986, with
their main purpose to promote sustainable development of the tourism and convention
industry throughout the Kodiak Island Borough and City, thereby increasing economic
opportunities, jobs and local tax revenues.
Weaknesses:
- There appears to be a lack of tourism support infrastructure in the village communities,
including transportation, accommodations, and services. This could be inaccurate in some
village communities, but needs to be analyzed.
- Air Transportation from the Mainland and the Lower 48 to Kodiak is fairly expensive and may
limit the amount of travelers.
- The Alaska Marine Highway Service serves Kodiak, Ouzinkie, Port Lions, and Old Harbor
with Mainland Alaska and the Aleutian Chain. While this service is an asset to the region, the
schedule has inconsistencies that make the transportation system challenging to fully rely upon.
Opportunities:
- Eco-tourism is gaining substantially worldwide.
- “Discover Kodiak” is working to create a Rural Tourism Development Strategy
- Tourism can be thought of as an export: exporting the Kodiak experience. With other
limited export options beside seafood, Tourism provides a unique opportunity for economic
diversification.
• The export concept will strengthen other Economic Development opportunities in
other Economic Clusters, specifically the addition of hydroponic agriculture activities,
which may enable growth of fresh vegetables year round in the Kodiak region.
- Kodiak region Alaska Native Corporations may find opportunity in investing in Tourism
infrastructure to build up local capacity and earn a return on their investment.
-
Threats:
- Unintended consequences that are associated with tourism activities, including increased traffic,
impact to infrastructure, utilization of resources.
- Environmental catastrophe: oil spill, earthquake, bear mauling – could bring tourism activity to
a halt
- State of Alaska budget cuts could impact Alaska Marine Highway Service’s ability to service the
Kodiak Archipelago.
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Economic Cluster: Technology – Internet Connectivity
Strengths:
- Kodiak Internet connectivity working group has been established with the assistance of a
“Digital Inclusion” study that was started by a grant received by the Alutiiq Museum. The
project is likely to be called “Kodiak Rural Connect”
- Old Harbor Native Corporation is already in the Internet Connectivity business.
Weaknesses:
- The “Last Mile” of internet connectivity is the most expensive and challenging. The “First
Mile” and “Middle Mile” are more easily overcome.
- There is a great challenge in understanding how well the internet works in each of the village
communities. Detailed information is not consolidated into one location for reference.
Opportunities:
- The Kodiak Rural Connect project is deploying an internet connectivity survey through the
Kodiak region. This includes the village communities, where efforts will be made to deploy
paper copies of the survey to ensure those without internet access to take the survey are
missed.
- Conduct a SWOT Analysis for Kodiak’s Regional Broadband/Internet connectivity.
- Find way to use existing bandwidth already in existence: OWL program (library) and the
I.H.S. $ that KANA receives to bring broadband to the village communities.
- Increasing the speed of internet connectivity will provide remote village residents the
opportunity to pursue alternative forms of income producing work. These options may
include tele-commuting and online craft/arts sales
Threats:
- Reaching remote villages with high-speed internet connectivity could be very costly.
- Decreased activity on the part of youth if increased internet connectivity speeds decrease the
amount of time the youth is active on a given day.
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Economic Cluster: Business Development
Strengths:
- The Kodiak Rural Regional Comprehensive Economic Development Strategy is improving
and is good resource for Economic Activity in the Kodiak region.
- The Economic Development Project Manager is a seated member on the board of directors
for the Kodiak Chamber of Commerce. This position could assist in supporting business
development in the Kodiak Region.
Weaknesses:
- The City of Kodiak and the Kodiak Island Borough appear to have differing stances on how
to address Economic Development in the Kodiak Region.
- Expensive and aging office space
- No short or partial use office space
Opportunities:
- Further increase the scope of the Comprehensive Economic Development Strategy with
participation from members of the City of Kodiak and the Kodiak Island Borough.
• EDO Development?
• City of Kodiak Downtown Revitalization?
• Community Center?
• Business Incubator?
• Revolving Loan Funds?
• Commercial Kitchen (EDA Study)
Threats:
- State of Alaska is experiencing financial difficulties, likely limiting the amount of funding that
can be invested in Economic Development Planning or Activities coordinated by City or
Borough governments.
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Economic Cluster Narratives:
Economic Cluster: Energy
The Southwest Alaska Municipal Conference (SWAMC) was awarded a grant from the Department of
Energy for the development of an Intertribal Energy Network in the SWAMC Region, which includes
the Aleutian Island, Bristol Bay, and Kodiak. The project creates a new position called a Regional
Energy Coordinator in each of the regions. The Kodiak Area Native Association was selected to
receive the contract from SWAMC to house the Regional Energy Coordinator position in the Kodiak
Region. The Regional Energy Coordinator at KANA is a partial (approximately 25%) Full-Time
Equivalent (FTE) position and is currently being filled by the Economic Development Project
Manager at KANA and is expected to be funded through September 2019.
The Project Manager at KANA is participating in the Arctic Remote Energy Network Academy
(ARENA) during calendar year 2017. ARENA program is intended to address the need for the
development of community energy experts to ensure reliable, affordable, and renewable energy
solutions for Arctic Communities. Participation in the program will provide the project manager with
exposure to a variety of renewable energy technologies, an expanded network of energy professional
throughout the Arctic, brining value back to the Kodiak and SWAMC region.
The Alaska Energy Authority’s (AEA) mission is to “reduce the cost of energy in Alaska.” While
there are many methods to approach and achieve this mission, the AEA has invested in a Regional
Energy Planning process that “is a way for Alaskans to determine their energy priorities and
formulate a concrete, implementable, fundable energy plan.”2 This process will allow projects to be
approached in a strategic method, rather than sporadic and occasionally misguided investments in
projects. Reducing consumption of diesel fuel by replacing energy generation with local resources
reduces economic leakage.
Regional Energy Planning in the Kodiak region proceeded through the Phase II – Community
Outreach, Energy Summit, and Project Priorities. However, due to the State of Alaska budget issues,
the AEA has been forced to reduce and in some cases eliminate funding to continue the energy
planning process. SWAMC’s successful receipt of the Department of Energy planning grant will allow
implementation of the priorities that our Region’s Communities have identified.
The Southwest Alaska Municipal Conference received a Department of Energy, Office of Indian
Energy grant to create and administer an energy technical assistance network within the SWAMC
region. The goal of the three year grant is to establish a network to provide technical assistance on a
regional basis to the tribal entities that will result in a sustainable system of building better energy
systems, led by communities, Native Corporations, and Native non-profits, effectively continuing the
State of Alaska energy planning activities.
A Regional Energy Coordinator (REC) position was created in each of the three SWAMC regions.
KANA was chosen to receive the contract with SWAMC to employ the REC due largely to the
historical work throughout the Regional Energy Planning processes. A partial FTE (approximately 25%
FTE) works throughout the Kodiak region to continue to move energy projects forward. The REC
communicates with the village communities on energy needs/projects; provides planning, technical and
funding assistance; serves as the point of contact and communication hub for the region; and assists in
identifying multi-community projects within the Kodiak Region.
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The Alaska State Legislature House Bill 306 states:
“It is the intent of the legislature that the state receive 50 percent of its electric generation
from renewable and alternative sources by 2025.”
“It is the intent of the legislature that the state achieve a 15 percent increase in energy
efficiency on a per capita basis between 2010 and 2020.”4
By aligning the energy planning activities and goals with State Legislation, the
Economic Development Goals in this CEDS increases collaboration and cooperation that is
necessary to accomplish such challenging goals.
For additional reference and to follow updates and progress with the Kodiak Regional Energy Plan,
please visit: http://www.kodiakenergy.org/.
2 Home. (n.d.). Retrieved May 22, 2015, from http://www.akenergyauthority.org
3 (n.d.). Retrieved May 1, 2015, from http://www.kodiakenergy.org/
4 (n.d.). Retrieved May 3, 2015, from http://www.legis.state.ak.us/basis/get_bill_text.asp?hsid=HB0306A&session=26
The table on the following page is a listing of Community Energy Priorities that were derived
through a series of community meetings held by SWAMC staff and “community and regional leaders,
residents, utilities, industry representatives, and other key stakeholders” during Phase II of the Kodiak
Regional Energy Plan process. These energy project priorities will be updated as projects are
completed or conditions change.
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Kodiak Region Community Energy Priorities (To be updated with Actual Community
Priorities as identified by the Kodiak Energy Planning Teams
Akhiok Old Harbor
1. Maintenance and Efficiency of Community Transportation Infrastructure:
• Construction of a fuel pier with dolphins and marine header
• Feasibility of road to Alitak Cannery
• Acquire fuel truck to move fuel from tank farm to power house
2. Maintenance and Efficiency of Electrical Utilities:
• Fix frequency issues and maintain for long term reliability: Upgrade
generators and engines, upgrade power distribution system
• Upgrade tank farm
• Workforce development: training for the next generation utility operator
3. Increase Community Education and Outreach:
• Increase local education about energy efficiency
4. Develop Local Energy Generation:
• Wind: Install MET Towers
• Hydro: Investigate feasibility of hydro-wind-diesel hybrid system
5. Maintenance and Efficiency of Public Buildings:
• Feasibility of energy efficiency upgrades to public buildings
6. Maintenance and Efficiency of Residential Buildings:
• Expressed need for new, energy efficient homes. Some homes are so old
that they shouldn’t be retrofitted; they just need to be retired.
• Install AMPY meters in homes
. Develop Local Energy Generation:
• Hydro: Permitting and final design and construction funding for hydro.
Access road for hydro
• Build road to hydro project site
• Wind: Complete installation of MET tower and integrate analysis into their
education system
• Biomass: Community-wide integration of biomass
. Maintenance and Efficiency of Water Utilities:
• Replace and upgrade current infrastructure
. Maintenance and Efficiency of Public Buildings:
• Feasibility of energy efficiency upgrades to public buildings
. Maintenance and Efficiency of Residential Buildings:
• Feasibility of energy efficiency upgrades to residential buildings
. Maintenance and Efficiency of Commercial Buildings:
• Feasibility of energy efficiency upgrade to commercial buildings
. Maintenance and Efficiency of Community Transportation Infrastructure:
• Runway Expansion project
• Resurface local roads
. Maintenance and Efficiency of Electrical Utilities:
• Workforce Development: Training for the next generation utility operator
• Provide lighting service to airport
. Increase Community Education and Outreach:
• Increase local education about science and energy in schools
Karluk Ouzinkie
1. Maintenance and Efficiency of Electrical Utilities:
• Upgrade streetlights
• Heat recovery on powerhouse
2. Maintenance and Efficiency of Water Utilities:
• Replace and upgrade mainlines and pump-house
3. Maintenance and Efficiency of Public Buildings:
• Feasibility of energy efficiency upgrades to public buildings
4. Maintenance and Efficiency of Residential Buildings
• Feasibility of energy efficiency upgrades to residential buildings
• Find ways to help homeowners up-keep homes and lower home heating and
electrical bills
1. Develop Local Energy Generation:
• Hydro: Find funding to upgrade powerhouse and penstock
• Biomass: Find funding for feasibility study of biomass system
• Wind/Solar: Analyze feasibility of small-scale wind and solar power
2. Maintenance and Efficiency of Electrical Utilities:
• Install AMPY meters
• Replace street lights
3. Maintenance and Efficiency of Public Buildings:
• Feasibility of energy efficiency upgrades to public buildings
4. Reduce Cost of Local Food Supply:
• Install hoop house and hoop coop with ANA grant funds
*These priorities will be adjusted following the adoption of the DOE Strategic
Energy Plan.
Larsen Bay Port Lions
1. Develop Local Energy Generation:
• Hydro: Updating/Replacing/Refurbishing spillway
2. Maintenance and Efficiency of Community Transportation Infrastructure:
• Dock construction and moorage for fuel barge
3. Maintenance and Efficiency of Public Buildings:
• Work with AEA to balance PCE price increase
• Feasibility of energy efficiency upgrades to public buildings
4. Maintenance and Efficiency of Residential Buildings:
• Feasibility of energy efficiency upgrades to residential building
5. Reduce cost of Local Food Supply:
• Install hoop house & hoop coop with ANA grant funds
6. Maintenance and Efficiency of Electrical Utilities:
• Replace electrical lines (nearing completion)
1. Maintenance and Efficiency of Public Buildings:
• Funding for energy audits and retrofits on community buildings
• Pursue RACEE Round 2 funding
2. Maintenance and Efficiency of Residential Buildings:
• Feasibility of energy efficiency upgrades to residential buildings
• Pursue RACEE Round 2 funding
3. .Maintenance and Efficiency of Commercial Buildings:
• Feasibility of energy efficiency upgrades to commercial buildings
• Pursue RACEE Round 2 funding
4. Maintenance and Efficiency of Water Utilities:
• Conduct system-wide energy audit
5. Maintenance and Efficiency of Community Transportation Infrastructure:
• Improve reliability of cost-effective transportation option – improve
transportation options for elders
6. Develop Local Energy Generation:
• Reactivate Tribal Energy Department – Hire Energy Coordinator
• Biomass: Community-wide integration of biomass
7. Broadband Internet Infrastructure:
• Aleutian /Kodiak fiber installation
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Economic Cluster: Fisheries/Maritime
Our Rural Communities, including Kodiak, are surrounded by a wealth of marine resources.
Inhabitants of this region have depended on the resources from the sea for many centuries of their
existence. From living a subsistence lifestyle, hunting and fishing from skin-covered kayaks, through
forced labor during the Russian settlement hunting for fur, to the commercial fishing era in the early
1900s, the marine environment has provided food, an economy, and a way of life.
As a result of a number of factors including the decline in the value of wild salmon, implementation
of State and Federal regulations (Limited Entry fisheries/IFQ’s), and the devastating effects of the
1964 earthquake, which ruined many of the fish processing plants around Kodiak Island that
employed residents of the rural villages, and the Exxon Valdez Oil Spill, there has been a decline in
the fishing and maritime industry. This decline has drastically impacted the economic and socio-
economic state of the rural villages of the Alutiiq community in the Kodiak region.
How the marine resources have allowed the existence of inhabitants of this region continues to
evolve today. While current regulatory and economic conditions make it difficult for a child to take
over their parent’s fishing business and keeping fishing vessels home-ported in the village
communities is a significant challenge, there are achievable career opportunities in the maritime
industry.
Preparing a workforce that is equipped is necessary in the evolving fisheries/maritime industry. The
“Alaska Maritime Workforce Development Plan” is “a call to action and a guide for industry,
government, and educators to work together to enable Alaska’s maritime sector to remain
economically vibrant, ensure that Alaskans are qualified to fill these skilled and well-paid positions,
and increase the number of Alaskans in this workforce.”6
In support of the Alaska Maritime Workforce Development Plan, Kodiak College brought on a full-
time Marine Workforce Development coordinator. Courses in marine electrical, fiberglass repair,
propulsion systems, hydraulics, basic deckhand skills, and more are being developed and deployed to
train the local labor force. In some cases, the Kodiak College is reviewing options to bringing
instructors into the village communities to teach the course, bringing the education directly to the
student.
In efforts to return fisheries access back to the village communities, Kodiak Island Tribal
Communities have come together to form the Kodiak Island Tribal Fisheries Coalition (KITFC). In
1992, the North Pacific Fisheries Management Council (NPFMC) created the Western Alaska
Community Development Quota (CDQ), providing Western Alaska communities access to the
economic benefits that fisheries resources in their immediate geographic vicinity can provide. The
KITFC is working to create much the same arrangement, requesting an allocation of 10% of all
federally managed marine resources in the Gulf of Alaska to the represented tribes through a Gulf
of Alaska Community Development Quota. One long term goal of obtaining the 10% allocation is
to return employment levels back to 1970s levels in the village communities. At that time, each
village supported multiple vessels and were centered around a cannery.
6 http://www.alaska.edu/fsmi/AKMaritimeWFDPlan_HighRes_5-22-14.pdf
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Since development of the CEDS in 2015, the activities of the Kodiak Island Tribal Fisheries
Coalition has been somewhat limited, with challenges
The fishery dependent Native Village of Old Harbor is in the midst of a long-range, multi-pronged
economic development strategy that has the ultimate goal of returning the economic benefit of
fisheries to the community. Through creative funding, strategic partnerships, long-range planning
and a lot of hard work, Old Harbor is currently extending their airport runway, seeking methods to
fund and build hydroelectric power capabilities, and developing a salmon enhancement project in
Three Saints Bay. All of these inter-related projects and efforts ultimately lead up to the
development of a frozen fish processing facility in Old Harbor. It is reported that there are cannery
operators that are highly interested in developing a frozen fish processing facility in Old Harbor.
The infrastructure improvements provide the necessary access to transport the product to market,
renewable electricity to produce the product, and the fish necessary to harvest for the product. The
improvements are also in response to what potential private investors need in order to operate the
plant efficiently.
The Sun’aq Tribe of Kodiak purchased the Ursin property in 2016, which is a long-ago abandoned
cannery near downtown Kodiak. The tribe would like to expand their Kodiak Wild Source
processing capacity and build a restaurant, cultural center and/or another complimentary business
space.
The small boat fishery has long advocated for a public use crane to be installed. In 2017, the City of
Kodiak budgeted to install a public use crane on Oscar’s dock in downtown Kodiak. There have
been suggestions to explore the options of a grant (possibly EDA) and use the City of Kodiak
funding as match funds as leverage to expand fisheries and food related infrastructure, such as ice
manufacturing or environmentally controlled (cool/freeze) food and bait storage facility.
The majority of the population around Kodiak Island, and all of our village communities, are settled
alongside the sea and the resources that are in the sea. Utilizing these resources is vital to the
economic stability of the region. Managing the sustainability of these resources is vital to ensure that
future generations continue to benefit from the potential economic stability. The available data is
limited in terms of how many fishing vessels are active and how many residents are employed in the
fishing industry in the village communities, what the value of their catch may be, where their catches
are being delivered, and what their future plans in the fisheries industry are. While some data may
be available through Dr. Courtney Carothers’ research in developing the “Greying of the Fleet”
study, additional survey work may be needed. As such, including the development and
implementation of the village fisheries survey has been included in the scope work in the FY16
EDA investment in the Kodiak Region.
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Economic Cluster: Food Security
Historically, up until the 1940’s Kodiak’s rural communities were for the most part self-sufficient.
Village residents hunted and fished, grew gardens and received grocery orders for canned goods and
fuel. As one Larsen Bay elder shared, “We worked all summer and used our commercial fishing
money to buy our winters supplies. We had everything we needed.” This changed beginning after
WWII as more consumer goods arrived and now tradition of supplying the majority of your food
locally has declined, increasing the cost of living and leading to the loss of traditional knowledge
systems.
Locally grown food is not produced and marketed on Kodiak Island on a commercial level. All
produce is either shipped or flown in for the entire Kodiak populace including the village residents.
Because of this, the price of fresh produce in the Kodiak region is excessive and unaffordable to
many families. The weather and severe seasonal differences in the Kodiak region poses a major
obstacle in development of local food production. Even as food production could occur during a
few of the summer months, the risk of being affected by heavy storms and/or excessive periods of
rain would make this an unreliable industry if attempted in the outside elements which is standard
for mainstream food producers in the rest of the United States where much more temperate and
consistent weather patterns exist.
Community members expressed widely that they want to return to more locally produced food and
are also interested in exploring production on a commercial level for regional sale. In order to
consider the development of locally grown produce on a commercial level as a realistic option, the
development of commercial greenhouses or High Tunnels needs to be investigated. There are many
examples around the Kodiak region of the successful utilization of High Tunnels in produce
production. If these examples can be replicated throughout the Kodiak region in the development
of local food production, people would see a decrease in the cost of living, an increase in the health
of people, and the creation of several jobs in the region.
In order to provide supportive data and baseline information, the Kodiak region could replicate an
effort that was completed in Sitka. The “Sitka Community Food Assessment Indicators Report”
utilized the USDA Community Food Security Assessment Toolkit, creating a study from four parts:
1) Completion of a community food resource profile, 2) conducting focus group research, 3)
surveying households on a variety of food security issues, and 4) collecting food cost data.7 While
anecdotal evidence or statements, such as Kodiak’s potential for success growing food in high
tunnels, an academic study can generate valuable insight to back up planning efforts intended to
address deficiencies in an area’s food security.
What is meant by Food Security can have different meanings depending on where you live. “Food
security is commonly used by Alaskans to signify the security of the food supply from potential
disruption due to weather incidents, flooding…, etc. The most critical concern Alaskans hold for
the future of food is the security of its food supply”8 By looking locally at creating increased
security as it relates to the food supply will further increase economic opportunities. Purchasing
7 Sitka Community Food Assessment Indicators Report. (2014).
8 Meter, K., & Phillips Goldenberg, M. (2014, July 28). Building Food Security in Alaska.
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locally grown and produced food will keep money in the local economy as opposed to imported
foods sending money away. Meter and Phillips Goldenberg state in “Building Food Security in
Alaska” that “Alaskans spend $1.9 billion each year buying food produced outside of the state.”
Meter and Phillips Goldenberg provide nine recommended actions in “Food Security in Alaska”:
A. Foster subsistence harvesting and related skills
B. Build personal capacities in agriculture
C. Expand agricultural production and gardening
D. Build infrastructure that supports local food production
E. Adopt state policy that support local food production
F. Focus consumer attention on staying local to Alaska grown food
G. Expand food processing and manufacturing for in-state markets
H. Strengthen internal food distribution networks
I. Strengthen statewide transparency and coordination
Within the limited scope of Economic Development in the village communities around Kodiak,
it may be more effective to focus on just a couple of these recommendations to start with. If
and when headway is gained, increasing the scope to address more of the recommendations
should be considered.
Additional information, resources, and educational materials may be available at
www.localfoodeconomics.com .
Local food production has an opportunity for either organizations or entrepreneurs to further
local economic development. Currently, Kodiak has limited marketplace platforms for local
farms to engage with the public and generate revenue. These platforms include farmer’s
markets and a Community Supported Agriculture Producer’s Cooperative that delivers weekly
farm share boxes to subscribers. Recently, developments in the community have identified a
substantial interest in developing and opening a full-service Food Cooperative Grocery store
with a focus on carrying locally grown produce and locally caught seafood. A food cooperative
would be a local, community owned business that would not have the same corporate barriers
that a nationwide grocery store has. The local ownership would make it easier for the grocery
store to decide to carry the products they wish before competing with industrial scale farms
from the Lower 48.
If a marketplace is developed, it is estimated anecdotally that the demand for local produce
would outpace the current supply at the right price point. Further, Kodiak has a limited
growing season that would restrict locally grown produce of many types to certain times of the
year. The technology in year-round, indoor hydroponic agriculture in controlled conditions is
evolving that could assist in filling the supply issues for greens and herbs.
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Economic Cluster: Environmental – IGAP Consortium
Program
Waste Management:
Through the Coastal Impact Assistance Program (CIAP), the village communities in the Kodiak
Archipelago have been able to remove large amounts of legacy scrap metal. The CIAP Metal Removal
Project is a onetime project with a sizable budget, which, at time of writing, is projected to removal all
scrap metal from all six villages. With successful completion, the village communities will essentially
be scrap metal free, but only for a short period of time.
We live in a throw away, disposable society. Vehicles, appliances, computers, televisions and more
become outdated or break down relatively quickly. Even with our communities starting with a clean
slate following the CIAP Project, they will quickly begin to accumulate caches of scrap metals and
electronic waste that needs to be removed from the community. The scope of the CIAP Metal
Removal Project is not sustainable with the method employed to remove the vast quantities: expensive
scrap metal baling equipment and very large landing craft with heavy equipment rental. Without a plan
for our communities to develop a sustainable process to remove their discarded scrap metal, the village
communities will simply have the same problem within short order.
The development of an Environmental program with the initial focus on developing a sustainable
metal backhaul program, likely to be housed at the Kodiak Area Native Association (KANA), through
funding from the Environmental Protection Agency Indian General Assistance Program (EPA IGAP),
is not directly an Economic Development activity. However, our village communities, with the
support of their local Tribal IGAP programs, could direct focus on other Economic Development
endeavors should a sustainable Metal Backhaul program be developed. Further, it can be imagined
that with increased economic prosperity, residents of the village communities will consume more, thus
creating increased pressure on backhaul activities.
Water Quality/Harmful Algal Blooms:
The quality of water is of the upmost importance in protecting subsistence resources. Warming ocean
conditions provide a more hospitable environment for the growth and spread of harmful algal blooms.
Some types of harmful algal blooms have been identified in samples taken from both deceased and
live marine mammals. It is not known whether the death of the deceased marine mammals is linked to
the harmful algal blooms. Both the marine mammals and their prey are components of the traditional
subsistence diets of the Alaska Native population in the Kodiak Region.
Harmful algal blooms are toxins that contaminate shellfish, which, if consumed by people, can cause
Paralytic Shellfish Poisoning (or PSP). There is no way to cook or freeze the PSP causing toxins from
shellfish. The harmful algal blooms can be colorless, making them difficult or not possible to see.
Water and tissue sampling is the only way to know shellfish are safe to eat.
In order for Tribal environmental programs in the Kodiak Region to conduct environmental
measurements, Quality Assurance Project Plans (QAPP) must be developed and approved by the
EPA. It would be very beneficial to develop a regional umbrella QAPP that works for all participating
tribes. The consortia can assist in developing this regional plan and site specific addendums, and
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support building the tribal technical capabilities to assess water quality and eventually the safety of
subsistence resources.
KANA completed an application for EPA IGAP Consortium grant in October 2016. KANA received
support from the Tribal Councils in the Kodiak region. However, the EPA prioritizes funding to local
Tribal IGAP Environmental programs ahead of Consortium Grants. This means that if KANA
Consortium grant is funded, it will have not taken away from local Tribal IGAP programs. Further, if
the grant is successful, funding would not begin until October 2017.
Proposed Work Plan Components:
Work plan component 1: Building Administrative Capacity
Tasks in this component include maintaining an environmental office and carrying out administrative, financial,
and program management functions. We will also develop and submit a new FY19 IGAP proposal and
promote energy efficiency practices. These activities will help build our program by improving our ability to get
and manage other grants to address environmental issues.
Work plan component 2: Building Program Capacity
Tasks in this component include researching environmental issues and resources, traveling to each village
community to conduct program outreach and build partnerships, attending solid waste management and water
quality monitoring trainings, and participating in conferences. We will also submit at least one new
environmental grant application. These activities will build our program’s capacities to address environmental
issues collaboratively.
Work plan component 3: Building Communications Capacity
Tasks in this component include keeping the Board and community informed about regional environmental
issues and program activities, and participating in regional IGAP meetings and calls. We will also build
relationships with other agencies and organizations. These activities will increase regional communication and
collaboration on priority environmental issues.
Work plan component 4: Building Solid and Hazardous Waste Management Capacities
Tasks in this component include gathering and reviewing existing waste and landfill plans, beginning work with
tribes and municipalities toward developing or updating Integrated Waste Management Plans, drafting a
Sustainable Scrap Metal and Household Hazardous Waste Plan for Kodiak Villages, and developing a Best
Practices document and template Memorandum of Agreement. These activities will increase capacities to
manage wastes sustainably.
Work plan component 5: Building Technical Capacities- Baseline Water Quality Monitoring
Tasks in this component include collaborating with other programs, gathering and reviewing examples, and
developing a Quality Assurance Project Plan for a regional baseline water quality assessment. We will plan and
hold a water quality monitoring training for tribal environmental program staff, and develop site specific
addendums for each community. These activities will help build capacities to identify environmental and health
issues.
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Economic Cluster: Tourism
Kodiak Island, often dubbed The Emerald Isle, draws tourists from around the world. According to
Kodiak Island Borough and City of Kodiak reports, Kodiak sees over 60,000 visitors, which includes
approximately 22,000 arriving on cruise ships.
Though the purpose of the visitors’ travel varies, including hunting, fishing, hiking, and wildlife
viewing, these tourists provide a vital contribution to the diversity of the local economy.
The Kodiak Island Convention & Visitors Bureau, dba Discover Kodiak, has been promoting
sustainable development of the tourism and convention industry throughout the Kodiak Island
Borough and City since 1985. This work increases economic opportunities, jobs, and local tax
revenues. Recent employment figures published by Discover Kodiak places 8% of Kodiak’s labor
force related to tourism.
Much of the tourism promotion work has historically focused on the City of Kodiak and the
connected road system. Recently, tourism industry development has become of bigger interest in the
village communities. While a couple of village communities have basic infrastructure to accommodate
tourism access, more work can still be done to justify increased promotion of village travel.
Both the Kodiak Island Borough and the City of Kodiak collect a bed tax from stays at hotels and Bed
& Breakfast businesses, each bringing in $109,000 and $216,000 respectively. According to section
3.55.010 of the Kodiak Island Borough Code, the bed taxes collected are “allocated to a separate fund
to be utilized solely for increased development of the tourist industry, and be allocated for:
• Tourism Programs
• Tourism enhancement projects, such as beautification within the borough” (Cite:
http://www.kodiakak.us/index.aspx?NID=285 )
Discover Kodiak receives some of their funding from these bed tax revenues, including $95,000 for
FY17 from the Kodiak Island Borough. This amount reflects an increase of $20,000 over the amount
budgeted, which Discover Kodiak will allocate $12,000 to support a Rural Tourism Summit. With an
additional allocation of funds, a summit was held with the goal of creating a rural tourism development
strategy and implementation plan. The elements from strategy and implementation plan were to be
used in revision of the CEDS in FY17, but no reports were derived from the summit.
Discover Kodiak has recently gone through a leadership transition with a new Executive Director.
Understanding the importance that tourism is for the local economy, further development of this
economic cluster will be warranted.
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Economic Cluster: Technology – Internet Connectivity
In our 21st Century world, communities with limited internet availability and speed are at a
disadvantage from those with fast, reliable internet access. Fast and reliable internet connectivity is so
commonplace in many parts of the United States that it is easy to forget that many of our rural
communities, specifically in Indian Country, are much more limited.
The benefits of fast and reliable internet access are many, including access to commerce,
research/education materials, and entertainment. Information can be so accessible that many with fast
and reliable access often take it for granted.
The rural village communities in the Kodiak region generally have some degree of access to internet
connections. However, speed, reliability, and cost all seem to vary considerably from village to village.
Public knowledge of the service providers, speeds, reliability, and costs is generally incomplete,
anecdotal, and highly variable. General consensus however, is that Internet Connectivity is too slow,
unreliable, and too expensive. Further, it is known that many of the communities have fast and
reliable internet access in schools, medical clinics, and some libraries. The services used in these
locations are very expensive and rely heavily on subsidies. However, these connections are not
available to the average homeowner that may live right next door to one of these community facilities.
In order to understand how to move forward with improving Internet access in the Kodiak region,
there first needs to be an assessment of the current conditions. Knowledge of what the current state is
will be necessary in order to strategize how and where upgrade investments can and should be made.
Beginning in February 2017, the Alutiiq Museum, located in Kodiak, began work on a “Digital
Inclusion” project. This is a national effort to increase digital access throughout rural areas. As a part
of this project, a broadband working group has been assembled, called “Kodiak Rural Connect”,
consisting of Alaska Native Corporations, Alaska Native non-profit organizations, Tribal Council
members, and other community leaders. Kodiak Rural Connect will be working with KANA on the
CEDS process as a part of their planning efforts, will help Kodiak communities establish and improve
local, village based media centers, and conduct tests of available technology, specifically, “TV White
Space”.
Adding Internet Connectivity to the Comprehensive Economic Development Strategy allows for
documentation of the current state. The ideal outcome in the short term is the development of an
official report detailing the current status of Internet Connectivity in the rural villages. The next steps
will be to develop a strategy on how the Kodiak Region will move forward in gaining faster, more
reliable, and affordable internet access
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Economic Cluster: Business Development
According to the Pew Research Center, “Self-employed Americans and the workers they hired
accounted for…30% of the national workforce.” (cite:
http://www.pewsocialtrends.org/2015/10/22/three-in-ten-u-s-jobs-are-held-by-the-self-employed-
and-the-workers-they-hire/) In Kodiak, the types of work that self-employed entrepreneurs engage in
are varied, ranging from operating their own fishing operations, construction, professional services
(attorney, accountant, etc), air taxi services, and much more. The expertise that a builder, a fisherman,
or a pilot has may be limited to the profession they are in. The skills and knowledge to start, grow,
and succeed in a small business, such as marketing, finance, and human resources, are entirely different
than flying a plane or operating a boat. There are limited resources in the Kodiak community that are
available to support these entrepreneurs navigate through some of these challenges.
A concept that is still in its infancy, and will require substantial development, is that some type of
Business Development center could provide these services to the community. Without full
understanding of what such a center could look like, it is difficult to fully complete a narrative.
However, during the following performance period, continued development of the concept can allow
more substantive action plans to be created in the next CEDS revision.
Some initial features of the concept that have been discussed include:
- Office Rental: professional office space that would support an emerging or growing business
through flexible and affordable space that can be rented on short term or long term basis.
- Business Development Support: mentoring and classes by professionals and experts in
Marketing, Finance, Accounting, Human Resource Management, and more to support growth
of emerging businesses
- A Business Incubator atmosphere with entrepreneurs learning from each other building upon
each other’s successes.
- Develop capacity to support infrastructure for an Economic Development Organization,
potentially involved in Economic Development planning, revolving loan fund activities, and
business development support
- Business Retention and Expansion engagement
- Contribute to Downtown Kodiak Revitalization activities
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Strategic Projects, Programs, & Activities/CEDS Plan of Action
- Objective 1: Establish an Inter-Tribal Technical Assistance Energy Providers Network
through the Southwest Alaska Municipal Conference’s Department of Energy Office of
Indian Energy grant.
- Objective 2: Identify realistically achievable energy priorities in communities and begin
implementation where capacity, technical assistance, and capital are available.
LEAD ORGANIZATIONS: SWAMC, KANA, and Information Insights are the lead agencies in
developing the Kodiak Regional Energy Plan. Each of the respective community entities (tribal
and/or city) develop their energy priorities and champion the implementation of their energy plans;
provide the efforts towards completing energy benchmarking analysis.
IDENTIFIED PARTNERS: SWAMC, AEA, Information Insights, KANA, Kodiak Island
Borough, KEA, ANTHC, United States Department of Energy – Office of Indian Energy
PROJECTED # OF JOBS: If the SWAMC Grant Application is successful to develop the Inter-
Tribal Technical Assistance Providers Network, the Kodiak Area Native Association will be the
recipient of funding for approximately 1/3 to ½ of an FTE position.
TACTICS AND TASKS:
- Village City and Tribal governments collaborate with SWAMC, KANA, and
Information Insights to continue the development of the Kodiak Regional Energy
Plan.
- Village City and Tribal governments identify plan implementation strategies that are best
suited for individual circumstance.
- Continue to pursue a opportunities to continue regional energy planning for the Kodiak
region to continue the Kodiak Regional Energy Plan on a more direct, localized basis
to prepare for the conclusion of the SWAMC DOE Grant in 2019.
Economic Cluster: Energy
Goal #1: Participation in planning and implementation of the Kodiak Regional Energy
Plan project in partnership with the Alaska Energy Authority (AEA) and the Southwest
Alaska Municipal Conference (SWAMC) in order generate 50% of our electrical power from
renewable and alternative resources while maintaining or reducing the cost of generation
by 2025 & achieve a 15% increase in our energy efficiency on a per capita basis between 2010
and 2020 in each of our respective communities in the Kodiak region.
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- Utilize the United States Department of Energy – Office of Indian Energy as a resource
to provide Technical Assistance (for Tribal Councils, Village/Regional Corporations, and
Tribal consortia) and as a lead to potential funding opportunities. Encourage village
communities to engage with the DOE to go through a Strategic Energy Planning
process.
ECONOMIC RESILIENCE:
- Increasing energy generation by renewable and alternative resources reduces dependence on
fossil fuels leading to greater self-sufficiency.
o Stabilize the cost of energy generation, which reduces the impacts of the volatile
price of fossil fuels.
o Fuel Delivery: Reducing dependence on fossil fuels reduces the impact of fuel
delivery issues, including natural disasters, potential for fuel/oil spills, worldwide fuel
supply issues, and more.
- By increasing energy efficiency, communities are able to increase their customer base
without scaling up the size of their energy generation infrastructure.
ACTION PLAN: Further development of the Action Plan can be derived directly from the
priorities and actions identified by each community throughout the planning process. Many of the
Details can be obtained at www.kodiakenergy.org.
Objective 1: Establish an Inter-Tribal Technical Assistance Energy
Providers Network through the Southwest Alaska Municipal Conference’s
Department of Energy Office of Indian Energy grant.
Task Description Lead
Organization
Partner
Organization
Timeline Projected # of jobs
Implement Inter-
Tribal Technical
Assistance Energy
Providers
Network in
accordance to
grant Work Plan
SWAMC,
KANA
Information
Insights, AEA, US
Department of
Energy, State of
AK RUBA
program
October
2016 to
September
2019
Kodiak Based Energy
Coordinator: 1/3 to ½
FTE
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Objective 2: Identify realistically achievable energy priorities in
communities and begin implementation where capacity, technical
assistance, and capital are available.
Task Description Lead
Organization
Partner
Organization
Timeline Projected # of jobs
Support efforts for
community energy
benchmarking
activities and
analysis throughout
the community.
City or Tribal
Entity and
KANA
SWAMC, AEA,
US Department
of Energy –
Tribal Energy
Program
June 2018 No additional
employment beyond
local energy
Coordinator referenced
in Objective 1.
Assist village
communities in
developing their
action plans to
implement their
Energy Priorities
by encouraging
DOE Strategic
Energy Planning
engagement.
Each Village
Community (city
or tribal) and
KANA
SWAMC, AEA,
Department of
Energy – Tribal
Energy Program
December
2018
No additional
employment
beyond local
energy
Coordinator
referenced in
Objective 1.
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- Objective 1: Create alignment with Educational Institutions (eg. Kodiak College),
Workforce Development agencies (eg. KANA’s Employment, Training and Support
Services), Industry (eg. Vessels, canneries, etc.), and Government by utilizing the Alaska
Maritime Workforce Development Plan as the guide to increasing employment in the
Fisheries/Maritime industry.
- Objective 2: Allocation of 10% of federally managed marine resources in the Gulf of Alaska
to the represented tribes through a Gulf of Alaska Community Development Quota
Program.
- Objective 3: Support long-range integrated projects that lead to increased involvement in
the fisheries/maritime industry, including, but not limited to fish processing in Old
Harbor, development of the Ursin Cannery in Kodiak (Sun’aq), Fish stocking and
processing in Ouzinkie and Port Lions.
LEAD ORGANIZATION: to be determined – numerous organizations involved with fisheries
IDENTIFIED PARTNERS: Kodiak College, University of Alaska, KANA, Kodiak Island Tribal
Fisheries Coalition
PROJECTED # OF JOBS: to be determined
TACTICS AND TASKS: to be determined based on recommendations throughout the Alaska
Maritime Workforce Development Plan.
- Increase the ability of the Kodiak Region to provide needed maritime associated repair,
maintenance, on-board operations, and management through locally based workforce.
- Workforce Development partner collaboration between the following:
o Alaska Maritime Workforce Development Plan: The goals of the Alaska Maritime
Workforce Development Plan are to help sustain and enhance the economy of Alaska and
its communities by: 1) Developing a responsive workforce that enables the
maritime sector to remain a substantial contributor to the state, 2) Guiding Alaska’s
workforce to discover and prepare for the wide range of employment opportunities
in the maritime sector, and 3) Increasing the number of Alaskans working in skilled
maritime occupations.9
9 Alaska Maritime Workforce Development Plan. (2014, May 1). Retrieved May 28, 2015, from http://www.alaska.edu/files/fsmi/AK-Maritime-Workforce-Dev-Plan_Low-Res_5-22-14.pdf
Economic Cluster: Fisheries/Maritime
Goal #2: Employment in a maritime position for every employable person seeking to work
in the fisheries/maritime industry.
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o Kodiak College: Kodiak College’s Maritime Workforce Development program
directly aligns with the Alaska Maritime Workforce Development Plan in the areas of
Seafood Harvesting & Marine Occupations and Support Industries through their
intensive series in Vessel Repair and Maintenance. Kodiak College is offering
American Boat and Yacht Council certification courses in the areas including Marine
Electrical Certification, and Corrosion Certification. Course offerings are expanding
to include propulsion systems, fiberglass repair, AC Electrical, DC Electrical, marine
hydraulics, welding, and more in newly leased shop space where the first classes will
begin in Fall 2015.
o KANA Employment Training and Support Services: Utilize internal capabilities
and funding sources to deliver or facilitate culturally appropriate workforce
development training opportunities to eligible beneficiaries seeking employment
opportunities in the maritime/fisheries industries.
- City of Kodiak has included budget line to install a public use crane on Oscar’s dock in
Downtown Kodiak. There needs to be an exploration on whether these budgeted City
funds can be used as match for other Fisheries infrastructure development in the Kodiak
Region. Possible Projects could include ice manufacturing/sales facility and/or a
controlled-environment food storage facility.
ECONOMIC RESILIENCE:
- Sustainable and responsible harvesting practices: harvestable marine biomass cannot last
forever without proper management and harvest practices. Impacts of trawlers and their
associated by-catch pose potential for long term consequences in the fisheries economic
cluster.
- Developing a workforce with diverse skillsets can increase employment portability.
Implementing recommendations from the Alaska Maritime Workforce Development Plan
can provide a workforce with general maritime capabilities at the same time as some of the
specialization that is needed for specific industry jobs.
- Environmental Responsibility/Impact:
o Coastal Impact Assistance Program - Village metals and household hazardous waste
removal: Provided project execution includes removing all of the metals and
household hazardous waste from the village communities, the environmental impact
will be reduced. Ideally, from experience gained during the project period will allow
for some period of ongoing sustainability following the conclusion of the project
period.
o Global Climate Change: Any numbers of speculations exist on what will occur in the
“near” future regarding climate change. One speculation is that the glacier loss and
sea ice loss will lead to a rising ocean. Whatever may occur, our village communities
are set right on the ocean – a rising ocean level could certainly affect the existence of
life in our communities.
o Oil Spill response or issues: With continued oil exploration, extraction, and
transportation comes the risk of oil spill. Our region has felt this before with the
1989 Exxon Valdez oil spill. Our village communities lack the ability to respond
quickly to an oil spill disaster. Providing oil spill response training to our village
communities would build response capacity in the event of another disaster.
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ACTION PLAN:
Objective 1: Create alignment with Educational Institutions (eg. Kodiak
Colleg e), Workforce Development agencies (eg KANA’s Employment,
Training and Support Services - ETSS), Industry (eg. Vessels, canneries,
etc.), and Government by utilizing the Alaska Maritime Workforce
Development Plan (AMWDP) as the guide to increasing employment in
the Fisheries/Maritime industry.
Task Description Lead
Organization
Partner
Organization
Timeline Projected # of
jobs
Deployment of the
American Boat and
Yacht Council’s
certification courses
Kodiak College Beginning in May
2015
No direct jobs in
village
communities.
Building capacity
via workforce
development.
Integrate applicable
components of the
AMWDP into scope
of training services
provided by KANA’s
ETSS program.
KANA ETSS Kodiak
College
By December 2015 No direct jobs in
village
communities.
Building capacity
via workforce
development.
Objective 2: Allocation of 10% of federally managed marine resources
in the Gulf of Alaska to the represented tribes through a Gulf of
Alaska Community Development Quota Program.
Task Description Lead
Organization
Partner
Organization
Timeline Projected # of
jobs
Create a Kodiak
Regional Fisheries
Economic
Development
Strategy
KANA may
take lead and
develop
partner
organizations
June 2017 for
development of the
process
Unknown at this
time
Conduct a Village
Communities
Fisheries Survey
(How many boats,
how many fished
for what, etc)
KANA Partners to
be identified
in each
village
location;
UAF
Fisheries
Dept
June 2018 No additional jobs;
within scope of
work for EDA
investment at
KANA
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
Objective 3: Support long-range integrated projects that leave to
increased involvement in the fisheries/maritime industry.
Task Description Lead
Organization
Partner
Organization
Timeline Projected # of
jobs
Old Harbor
Airport Expansion
Old Harbor
Native
Corporation
City of Old
Harbor; IRT
Team (Marine
Corp and Air
Force Red
Horse)
Undetermined Multiple Full time,
temporary jobs
were created at
stages of project –
labor is currently
accomplish by IRT
Teams
Old Harbor
Hydroelectric
Power Generation
City of Old
Harbor
Old Harbor
Native
Corporation,
AVEC
Undetermined Infrastructure
Capacity Building;
Lowers cost of
Energy to frozen
fish processing
facility investment
Three Saints
Bay Salmon
Enhancement
KRAA Old Harbor
Native
Corporation
August 2016 Job retention
objective
Frozen Fish
Processing
Facility
Old Harbor
Native
Corporation
City of Old
Harbor &
Native Village
of Old
Harbor
Undetermined Long Term
Employment Goal
of up to 50 to 100
employees
Complete
development of
Ursin Transit
Center, including
installing fish
processing facility
& complimentary
spaces, such as
restaurant,
cultural
center/gift shop,
and/or other
business
compatible space
Sun’aq
Tribal &
Kodiak
Wildsource
UAA
Department
of Economic
Development;
EDA, USDA
Underdetermined Long Term
Employment
opportunities
through tribally
owned enterprise
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
Begin evaluation
of market
opportunities for
fish processing in
Ouzinkie and
Port Lions.
Ouzinkie
Tribal and
Corp, City
of Ouzinkie,
Native
Village of
Port Lions
KANA,
SWAMC
(MAKE
Program)
June 2018 Long Term
Employment
opportunities
through tribally
owned enterprise
Develop planning
or feasibility
document and
application for
EDA funding for
ice
manufacturing,
fisheries and food
storage
infrastructure in
Kodiak.
KANA Sun’aq, EDA,
City of
Kodiak
December 2017 Will be evaluated
in project
development
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
- Objective 1: Develop marketplace to support expanding local agricultural production and
availability of locally caught seafood.
- Objective 2: Expand Agricultural Production and Gardening
LEAD ORGANIZATIONS: Kodiak Archipelago Leadership Institute (KALI)
IDENTIFIED PARTNERS: KANA, City and Tribal Governments in Larsen Bay, Ouzinkie, Port
Lions, and Old Harbor, Kodiak Soil & Water Conservation District
PROJECTED # OF JOBS: 8 (at least two employment positions in each of the communities of
Larsen Bay, Old Harbor, Ouzinkie, and Port Lions); add the expected number of jobs for the
KANA ETSS project
TACTICS AND TASKS:
- Increase agricultural knowledge in our village communities to provide the residents the
opportunity to gain confidence in their food security.
- Provide economic opportunities through sales of agricultural products grown in our village
communities.
- Explore development of commercial size hydroponic farming operations in Kodiak.
- The food coop would like to continue to work with the University of Alaska Anchorage
Center for Economic Development as progress towards opening a food coop continues.
ECONOMIC RESILIENCE:
- Increased self-reliance provides additional security if a natural disaster cuts village
populations off from food supplies.
- The project goal is the establishment of local access to affordable fresh produce and eggs
while providing for increased, long-term economic stability through tribally owned and
operated food production operations. This can increase the economic resiliency of our
village communities.
- A locally owned food cooperative grocery store reduces economic leakage in the
community and provides local governance of store operations.
Economic Cluster: Food Security
Goal #3: By 2020, rural village households will report local food to make up at least 25% of
total food consumption including local, commercially produced, and subsistence caught
foods. This goal will provide increased economic stability through locally owned and
operated food production operations.
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
ACTION PLAN:
Objective 1: Develop marketplace to support expanding local
agricultural production and availability of locally caught seafood.
Task Description Lead
Organization
Partner
Organization
Timeline Projected # of
jobs
Food Coop Process:
Work through
Organizing,
Feasibility, and
Planning Phases;
move to Pre-
construction by June
2018.
Kodiak
Harvest
Food Coop
Board
Healthy
Tomorrows;
Kodiak Soil
and Water;
UAA Center
for
Economic
Development
June 2018 None directly
through planning;
up to 25 at store
opening
Objective 2: Expand Agricultural Production and Gardening
Task Description Lead
Organization
Partner
Organization
Timeline Projected # of
jobs
Continue
implementation of
ANA Grant:
Small Tribes of
Kodiak –
Economic
Stability through
Food Security.
Kodiak
Archipelago
Leadership
Institute
Tribes of
Ouzinkie,
Port Lions,
Old Harbor,
and Larsen
Bay,
KANA,
KIHA
October 2018 is
project conclusion –
work to continue
sustainability
necessary
6 FTEs for farm
work, 1 FTE for
project
administration
(through 3 years)
Determine
feasibility of
commercial scale
hydroponics
farming for local
sale in Kodiak.
KANA BIA, UAA Feasibility planning
complete, complete
initial business plan
by December 2017
No additional
jobs through
feasibility;
farming
operations could
employ up to 6
FTEs
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
- Objective 1: Extend the current metal backhaul project activities past the end of 2016
with the unrestricted funds in budget if project funds allow.
- Objective 2: Implement EPA IGAP Consortium Program at KANA: base on model that is
successfully working at Kawerak in Nome.
LEAD ORGANIZATION: Kodiak Area Native Association
IDENTIFIED PARTNERS: Kawerak, Environmental Protection Agency, Kodiak Archipelago’s
Village 2nd Class Cities & Tribal Governments, Kodiak Island Borough
PROJECTED # OF JOBS: One FTE through Grant funded position
TACTICS AND TASKS:
1) Develop work plan, staffing plan, and training plan
2) Establish project timeline
3) Execute project logistics
ECONOMIC RESILIENCE: Economic prosperity frequently is associated with increased consumer
activity, with people purchasing new appliances, automobiles, electronics, and much more. Our village
communities end up being the forever resting place for discarded consumer items, filling up landfills
and posing potential environmental risk to residents. While developing an Environmental Program
itself is not traditionally an Economic Activity, addressing the consequences of economic prosperity can
and should be done in a proactive manner. Understanding what must be done with end of life
consumer refuse before it is generated will save communities funds, keep the communities’
environments cleaner and safer, and allow the village communities the opportunity to focus on
furthering Economic Development.
Economic Cluster: Environmental
Goal #5: Develop and implement a sustainable and regional waste backhaul program
through an EPA IGAP Consortium modeled on other successful programs around remote
Alaska.
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
ACTION PLAN:
Objective 1: Extend the current metal backhaul project activities past
the end of 2016 with the unrestricted Kodiak Island Borough (KIB)
(Non-CIAP) funds in budget if project funds allow.
Task Description Lead
Organization
Partner
Organization
Timeline Projected # of
jobs
Not completed: KIB
reallocated funding:
Develop work plan
for IGAP
Consortium Program
with supplemental
addition for KIB
fund utilization from
January to September
2017.
KANA Kodiak
Island
Borough;
Kawerak; All
Kodiak
Region
Tribal
Councils
with IGAP
Programs
August 2016 ½ FTE from
January 2017
through
September 2017
Objective 2: Implement EPA IGAP Consortium Program at KANA:
base on model that is successfully working at Kawerak in Nome.
Task Description Lead
Organization
Partner
Organization
Timeline Projected # of
jobs
Completed: EPA
IGAP Consortium
grant application.
KANA All Kodiak
Region Tribal
Councils with
active IGAP
Programs
October 2016 No projected
jobs for
application
completion
If EPA Funding
Received:
Implement EPA
IGAP Consortium
Program at
KANA
KANA All Kodiak
Region Tribal
Councils with
active IGAP
Programs
October 2017 1.1 FTE from
October 2017
for 3 year period
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
- Objective 1: Hold a Rural Tourism Summit in Kodiak.
LEAD ORGANIZATION: Discover Kodiak
IDENTIFIED PARTNERS: KANA, Kodiak Island Borough, City of Kodiak, Kodiak
Archipelago Leadership Institute (KALI/Rural Forum)
PROJECTED # OF JOBS: no additional jobs – scope of work included in Discover Kodiak
staffing levels
TACTICS AND TASKS:
1) Village communities need to be part of the development conversations to understand what they
want in terms of Tourism Development.
2) As a tourism development organization, Discover Kodiak will need to understand if a village
community wants to promote tourism to their location, and if so, to what degree.
3) Basic infrastructure and amenities, such as accommodations and transportation options, will
need to be considered prior to location promotion.
4) Tourism activity puts pressure on community utility infrastructure (water, sewer, garbage,
electricity); city and tribal communities may need to assess the cost of this increased pressure
and consider revenue generation options to support
ECONOMIC RESILIENCE: Increased tourism capabilities and infrastructure in Kodiak and
participating village communities supports increased economic diversification in the region. Statewide,
visitor industry employment represents 1 out of 13 jobs, which varies around the state. At report time,
this figure for the Kodiak region is not known. Tourism is essentially exporting the tourists’ experience.
Export activities are drivers of economic development.
ACTION PLAN:
Objective 1: Hold a Rural Tourism Summit in Kodiak.
Task Description Lead
Organization
Partner
Organization
Timeline Projected # of
jobs
Communicate
process and
anticipated outcomes
to stakeholders
Discover
Kodiak
KANA December 2016 No direct jobs
COMPLETE: Hold
Rural Tourism
Summit in Kodiak
Discover Kodiak Pandion
Destination
Services
March 2017 No direct jobs
Economic Cluster: Tourism
Goal #6: Create a Rural Tourism Development Strategy and Implementation Plan with
specific consideration of Kodiak’s rural village communities.
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
- Objective 1: SWOT Analysis completed for Kodiak Regional Broadband/Internet
connectivity.
- Objective 2: Create a Digital Inclusion Action Plan for the Kodiak Region.
LEAD ORGANIZATION: Alutiiq Museum (Digital Inclusion Project)Kodiak Area Native Association
IDENTIFIED PARTNERS: Kodiak Area Native Association , Kodiak Island Borough, City of
Kodiak, Kodiak Archipelago Leadership Institute (KALI/Rural Forum)
PROJECTED # OF JOBS: no additional jobs – scope of work included in Discover Kodiak
staffing levels
TACTICS AND TASKS:
1) In order to determine the strategy of improving the Kodiak Region’s internet connectivity, a
baseline report of current status throughout the region is essential.
2) Southwest Alaska Municipal Conference is engaged in planning the concept for a fiber optic
internet connection out the Aleutian Chain. If the project is feasible, villages in the Kodiak
Region could see the connection pass right by them. Discussions and planning can should
occur now to determine level of opportunity that this presents
ECONOMIC RESILIENCE: Faster, more reliable, and more affordable internet create opportunities
for economic development and increase economic resilience. The use of internet touches nearly every
part of our lives from education, public safety, health care, entertainment, ecommerce, and more.
Economic Cluster: Technology – Internet
Connectivity
Goal #7: Develop Kodiak Rural Regional Internet Connectivity strategy
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
ACTION PLAN:
Objective 1: SWOT Analysis completed for Kodiak Regional
Broadband/Internet Connectivity capabilities.
Task Description Lead
Organization
Partner
Organization
Timeline Projected # of
jobs
Conduct a
comprehensive
analysis of
broadband/internet
connectivity in the
Kodiak Region
specifically focused
on villages.
Alutiiq
Museum
(Digital
Inclusion
Project);
KANA
Kodiak
Archipelago
Leadership
Institute
(KALI) –
Rural
Regional
Leadership
Forum
December 2017 No additional
jobs – part of
scope of work
Objective 2: Develop a Digital Inclusion action plan for the Kodiak
Region.
Task Description Lead
Organization
Partner
Organization
Timeline Projected # of
jobs
Phase 1: Create a
vision and mission
for the Digital
Inclusion action
plan
Alutiiq
Museum
Koniag,
KALI, Old
Harbor NC;
NVOPL;
KANA
July 2017 ½ FTE – At
Alutiiq Museum
– one year
project funding
Phase 2: Define
achievable
strategies: survey
results;
benchmarking;
community goals;
policy
d ti
Alutiiq
Museum
Koniag,
KALI, Old
Harbor NC;
NVOPL;
KANA
June 2018 No additional
jobs – part of
scope of work
Phase 3:
Implementation:
plan to be written
based on results
from Phase 2.
Alutiiq
Museum
Koniag,
KALI, Old
Harbor NC;
NVOPL;
KANA, and
more
June 2018 &
beyond
No additional
jobs – part of
scope of work
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
- Objective 1: Draft a Strategic Plan for the development of a Kodiak based Business
Development Center to include consideration of an Economic Development
Organization, Business Incubator, and a revolving loan fund, within the context of
Downtown Kodiak Revitalization
LEAD ORGANIZATION: Kodiak Area Native Association
IDENTIFIED PARTNERS: Kodiak Island Borough, City of Kodiak, Kodiak Archipelago
Leadership Institute (KALI/Rural Forum), Economic Development Administration, Kodiak
Chamber of Commerce,
PROJECTED # OF JOBS: no additional jobs
TACTICS AND TASKS:
1) Establishing an achievable goal of creating a Draft for a Strategic Plan for a Business
Development Center within the Comprehensive Economic Development Strategy allows for
documentation. Throughout the process of updating the CEDS during the next performance
period, there will continued opportunity to capture input for further development.
ECONOMIC RESILIENCE: Creating a stronger, more cohesive economic atmosphere in the
Kodiak community is in itself a way to address economic resilience. Entrepreneurs are able to solve
problems, address economic challenges, and provide strength to our local economic condition.
Objective 1: Draft a Strategic Plan for the development of a Kodiak
based Business Development Center to include consideration of an
Economic Development Organization, Business Incubator, and a
revolving loan fund, within the context of Downtown Kodiak
Revitalization
Task Description Lead
Organization
Partner
Organization
Timeline Projected # of
jobs
Create draft
document of the
Strategic Plan for a
Kodiak based
Business
Development Center
KANA City of
Kodiak,
Kodiak
Island
Borough,
KALI, EDA,
Kodiak
Chamber of
Commerce
June 2018 No additional
jobs projected
Economic Cluster: Business Development
Goal #8: Create a Business Development Center in Kodiak that supports
diversification of our local economy.
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
Evaluation Framework:
- Number of jobs created after implementation of CEDS:
1) Energy Cluster: ½ FTE
2) Environmental Program Cluster: ½ FTE
3) Internet Connectivity: 1 FTE
Jobs Created directly with success of 3 of CEDS goals: 2 FTE’s
- Number and types of investments undertaken in the region:
Food Security:
- The “Small Tribes of Kodiak – Economic Stability through Food Security” project,
funded through a grant from the Administration for Native Americans (ANA) has
started in four villages in the Kodiak Archipelago: Port Lions, Larsen Bay, Old
Harbor, and Ouzinkie. The project began in October 2015 and has been
progressing well. The budget is for about $400,000 per year for 3 years for a total of
$1.2 Million. (FEDERAL FUNDS)
• The project funding requires a 25% match in investments which have been
received from a variety of sources, including participating tribal
governments, city government, Kodiak Island Housing Authority, and
KANA. The matching funds have come in the form of land leases,
supplies, and paid labor to project support staff. For the $1.2Million total
project, the match amount will be $300,000.
- The Food Cooperative Grocery store project is working through the planning
process, which will include investing in a series of studies and business plan
documents that must be created. Funding for these activities have been secured
through an $85,000 investment by a local community organization called Healthy
Tomorrows, funded through Providence Hospital. As of June 30, 2017,
approximately ½ of these funds remain to support planning activities. (PRIVATE
FUNDS)
- The Food Cooperative Grocery store has officially registered as a business and has
begun to accept private individual ownership investments in the form of shares. As
of June 30, 2017, 220 membership shares have been sold at $150 each for $33,000.
(PRIVATE FUNDS)
Fisheries/Maritime: Although unknown in size, investments in the educational system infrastructure
through the public university system have and will continue to occur. For example, Kodiak College
has added a full time Maritime Workforce Development Coordinator to their staff and Kodiak
College has leased shop space to use for Maritime Workforce Development class room space.
Continued monitoring of investment within this Economic Cluster will be utilized to evaluate
effectiveness of workforce development capacity enhancement. Metrics to evaluate actual job
creation will be necessary as evolution of this economic cluster continues.
Energy: The grant received by the Southwest Alaska Municipal Conference allowed for a contract to
be provided to the Kodiak Area Native Association to fund activities of a Kodiak Region Energy
Coordinator. This contract represents a total investment of $50,000 per year for three years, plus an
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Kodiak Area Native Association – Kodiak Rural Comprehensive Economic Development Strategy – June 2017
additional $8,883 to cover additional travel costs for a total of $158,883 over a three year period.
Additional quantity and type of investment in the Energy Economic Cluster will be determined
based on each of the village communities’ implementation of identified priorities.
- Number of jobs retained in the region:
Job retention in the Kodiak Region, specifically in the village communities, is primarily related to the
Food Security economic cluster. There are seven jobs that were retained through the continuation of
the Administration for Native Americans grant that has a goal to create self-sustaining agricultural
business that will be owned by the tribes in four village communities.
- Amount of private sector investment in the region after implementation of the CEDS,
and changes in the economic environment of the region:
Food Security: Pending successful funding of the Administration for Native Americans grant
application to create tribally owned agricultural businesses, development of food distribution
businesses, likely sales direct to consumers or a cooperative model, created through private
investment, will be a natural evolution of this Economic Cluster. Further CEDS revisions may be
able to identify steps in order to attract this private investment opportunity.
Fisheries/Maritime: Private sector investment in a frozen fish processing facility in Old Harbor is
the long term goal of that community’s multi-pronged economic development efforts. While the
timeframe has not been established, the potential for this investment could have a substantial effect
on the community. Further private investment in the fisheries economic cluster includes a local tribal
council’s purchase of a cannery property. This private investment was financed, with the amount of
the purchase wishing to remain confidential at this time, but was a significant investment for the
future of the tribal council and hopefully for the future of downtown Kodiak.
AGENDA ITEM #14.B.1.
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KODIAK ISLAND BOROUGH
STAFF REPORT
JUNE 16, 2022
ASSEMBLY REGULAR MEETING
Kodiak Island Borough
SUBJECT:Resolution No. FY2023-02 Re-Establishing The Fees Of The Kodiak Island
Borough
ORIGINATOR:Dora Cross, Finance Director
RECOMMENDATION:
Move to adopt Resolution No. FY2023-02.
DISCUSSION:
06/13 UPDATE
Staff attached the City of Kodiak's Resolution Number 2022-14 which amended their building
and construction fees - approved June 9, 2022.
ORIGINAL
KIB Code 3.10.190 ordains that all fees be reviewed on an annual basis. Staff has complied a
list of recommended changes to the current fee schedule for fiscal year 2023 as shown on the
attached exhibit.
ALTERNATIVES:
FISCAL IMPACT:
None
OTHER INFORMATION:
AGENDA ITEM #14.B.2.
Resolution No. FY2023-02 Re-Establishing The Fees Of The Kodiak Island B...Page 145 of 231
Kodiak Island Borough, Alaska Resolution No. FY2023-02
Page 1 of 1
Introduced by: Borough Manager through the Mayor 1
Drafted by: Finance Director 2
Introduced on: 06/16/2022 3
Adopted on: 4
5
KODIAK ISLAND BOROUGH 6
RESOLUTION NO. FY2023-02 7
8
A RESOLUTION OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH 9
REESTABLISHING THE FEES OF THE KODIAK ISLAND BOROUGH 10
11
WHEREAS, prudent financial management dictates that an organization review its fees on an 12
annual basis; and 13
14
WHEREAS, Kodiak Island Borough Code 3.10.190 ordains that all fees be reviewed on an 15
annual basis; and 16
17
WHEREAS, it is recognized that if a service or program benefits only a select individual or group 18
of individuals, those individuals or group of individuals should pay for the service; and 19
20
WHEREAS, staff has compiled a list of all current fees; and 21
22
WHEREAS, staff has recommended changes to the current fee schedule for fiscal year 2023 23
as shown on the attached exhibit; and 24
25
NOW, THEREFORE, BE IT RESOLVED BY THE ASSEMBLY OF THE KODIAK ISLAND 26
BOROUGH that 27
28
Section 1: The attached exhibit of schedule of fees shall become effective July 1, 2022. 29
30
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH 31
THIS __________ DAY OF _______________, 2022 32
33
KODIAK ISLAND BOROUGH 34
ATTEST: 35
36
37
___________________________ ____________________________ 38
William Roberts, Mayor Nova Javier, Interim Borough Clerk 39
40
VOTES: 41
Ayes: 42
Noes: 43
44
AGENDA ITEM #14.B.2.
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updated 3/17/22 by sz
Change Date on Front Page and Footers
by D. Cross
Contents Page
Miscellaneous Services 2
Title 3: Revenue and Finance 3
Title 5: Business Licenses 3
Title 6: Animals 3
Title 8: Health and Safety
Solid Waste Collection and Disposal 4 - 5
Title 12: Naming Buildings, Public Facilities,
Streets, and Sidewalks 6
Title 15: Building and Construction
Building Permits 6
Electric Permits 6 - 7
Grading Permits 7
Plan Review 7
Plumbing 7
Other 8
Title 16: Subdivision 8
Title 17: Zoning 9
Title 18: Borough Real Property 9
KODIAK ISLAND BOROUGH, ALASKA
FEE SCHEDULE
Effective: July 1, 2021 2022
AGENDA ITEM #14.B.2.
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MISCELLANEOUS SERVICES
BAYSIDE FIRE STATION COMMUNITY TRAINING CENTER
Copy of Fire Reports $25.00
One-half of Training Center, per half day (1-6 hrs, max 49 people)$15.00
One-half of Training Center, per day (6-10 hrs, max 49 people)$25.00
Full Training Center, per half day (1-6 hrs, max 100 people)$30.00
Full Training Center, per day (6-10 hrs, max 100 people)$50.00
Refundable Cleaning Deposit $50.00
Notes:
BOROUGH CODE OF ORDINANCES
Borough Code, Complete $200.00
Supplement Service (Annual Fee)$75.00
Title 15, complete first 20 pages free, $0.25 thereafter
Title 16, complete first 20 pages free, $0.25 thereafter
Title 17, complete first 20 pages free, $0.25 thereafter
BOROUGH RECORDS
2007 Comprehensive Plan (bound copy)$100.00
Audio Recording CD $5.00
Audio Recording (saved on requester's thumb drive) no charge
Audio Recording (sent by email)no charge
Certified copies (does not include copy charges)$5.00
Copy, scan single file to CD or DVD, per disk (includes large scale maps)$5.00
Copies, per page first 20 pages free, $0.25 thereafter
Comprehensive Plans, paper $25.00
Electronically Reproduced Records (hard copy to electronic)no charge
Electronically Produced/Provided Records (originally electronic)no charge
GENERAL SERVICES
Interest on Miscellaneous Delinquent Accounts 12% annually
New/Transfer Liquor License $1.00 per notice mailed
Non-Filing or Late Filing Fee for Special Taxes (Excise,Severance,and Transient
Accommodations)$50 per filing
NSF Check Fee $25.00
Research Service, records recovery *First 5 hours free per month/per requestor/$40.00 per hr
thereafter
Research Service, data analysis *Fee set at $40.00 per hr
Wire Transfer Fee $25.00
Check Replacement Fee $15.00
Notes:
*
KODIAK FISHERIES RESEARCH CENTER (KFRC)
Main Lobby (upstairs/down - fee includes large conference room)$250.00
Refundable cleaning deposit, main lobby $300.00
Large Conference Room $50.00
Refundable cleaning deposit, large conference room $50.00
Small Conference Room $40.00
Refundable cleaning deposit, small conference room $30.00
Notes:
REPRODUCTION AND MAPPING COSTS:
GIS services (1/4 hr minimum)$60.00/hr
Prints/Copies
Bond $1.00 sq ft
Semi Gloss $2.00 sq ft
Mylar $3.00 sq ft
8.5 X 11 inch first 20 pages free, $0.25 thereafter
11 X 17 inch first 10 pages free, $0.50 thereafter
Notes:
No copying or commercial use, except for reference
Non-profit organizations and public safety agencies who do not charge a fee for the activity being conducted in the facility may apply for a waiver of KFRC
fees.
Non-profit organizations and public safety agencies who do not charge a fee for the activity being conducted may apply for a waiver of Training Center
use fees.
KIBC 2.40.060 authorizes the setting of fees for compilation or creation or records (data analysis). The arbitrary amount of $40 per hour is an average of
Clerk's Office staff hourly wage and benefits. KIBC 2.40.040 notes that we cannot exceed the actual salary and benefit cost for personnel time.
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TITLE 3: REVENUE AND FINANCE
SPECIAL ASSESSMENT AND PROPERTY TAX
Foreclosure/Attorney Fee actual cost
Publication Fee actual cost
Redemption Certificates actual cost
Administration Fee on Clerk Deeded Properties $500.00
Interest 12% annually
Penalty 10% one time charge
Marijuana
Excise Tax on Flower and Bud Per the State of Alaska Rate
Excise Tax on Remaining Portions of the Plant Per the State of Alaska Rate
Interest 12% annually
Penalty 10% one time charge
Effective Starting July 1, 2021
Excise Tax on Cigarettes $.10 each $.15 each
Excise Tax on Other Tobacco Products 50% of wholesale cost 75% of wholesale cost
Interest 12% annually
Penalty within 7 days of due date 10% one time charge
Penalty within 16 days of due date 15% one time charge
TITLE 5: BUSINESS LICENSES
Marijuana
Cultivation Facilities - Limited $200.00 annually
Cultivation Facilities - Standard $1,000.00 annually
Manufacturing - Concentrate $200.00 annually
Manufacturing - Product $1,000.00 annually
Retail $1,000.00 annually
Testing $200.00 annually
Tobacco
License Fee $100.00 annually
TITLE 6: ANIMALS
Animal Control
Impound Fees
Impound of an animal - First offense $50.00
Impound of an animal - Second offense $75.00
Impound of an animal - 3rd & up $125.00
License Fees
Male Dog, per year $35.00
Female Dog, per year $35.00
Neuter and Spayed Dogs, per year $10.00
Duplicate Tag, each $5.00
Miscellaneous Fees
Rabies Vaccinations Deposit (partially refundable)$20.00
Tobacco Effective Starting January 1, 2021
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TITLE 8: HEALTH AND SAFETY
SOLID WASTE COLLECTION AND DISPOSAL
Appliances
Appliances Other, residential no charge from "Primary Residence Only"
Refrigerators/Freezers, residential $10.00 each
Asbestos Disposal (must be delivered in compliance with applicable regulations)$200.00 minimum, $200.00/cy
Batteries
Lead Acid Batteries - residential no charge
Lead Acid Batteries - commercial $10.00 per large, $5.00 per small
Lithium Batteries $6.00 per large, $3.00 per small
Commercial Garbage $20.00 minimum, $365.00/ton
Construction/Demolition Debris (C&D) (residential over 260lb/commercial/ industrial
/institutional)$20.00 minimum, $365.00/ton
Fishing Gear - line, netting and web only $365.00/ton
Equipment Usage to Off-Load Customer Waste $100.00/hour, $100.00 minimum
Garbage Truck of Borough Collection Contractor $365.00/ton
Garbage Truck of United States Coast Guard Contractor $365.00/ton
Household Hazardous Waste
40 lb limit per month no charge
Greater Than 40 lbs per month $1.00/lb
Marine Debris (does not include line, netting and webbing - see Fishing Gear)
Less than 1 cy no charge
1 to 10 cubic yards - Must complete acceptance form at landfill.no charge
Greater than 10 cubic yards: ADEC and KIB approval required before delivery.
Line, netting, webbing, recyclables, and metal must be separated prior to
delivery.$365.00/ton
Metals (includes vehicles larger than one ton capacity) $365.00/ton ($0.1825/lb)
Mobile Homes/Recreational Vehicles (measured per longest dimension) See Note $50.00/lf
Oil
Used Oil - commercial $3.00/gal
Used Oil - residential - 5 gallons per month no charge
Used Oil - residential - greater than 5 gallons per month $1.50/gal
Residential Waste (by passenger automobile or pickup truck) This includes C&D, and
household waste.
Up to 260 lbs total per day (no metals)no charge
261 pounds or greater $365.00/ton
Tires - commercial $365.00/ton
Use of Scale to Obtain a Certified Weight $20.00 per ticket
Vehicles (vehicles larger than one ton capacity will be charged at the metals rate)$475.00 per vehicle
Waste Screenings $365.00/ton
Rented Commercial Open Top Dumpster Mixed Loads**$750.00
Note: Any mixed construction loads that have greater than 10% metals will not be accepted.
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TITLE 8: HEALTH AND SAFETY (Cont'd)
SOLID WASTE COLLECTION AND DISPOSAL (Cont'd)
NOTES:
*
*
*
*
*
*
*
*
**
Definitions:
Approved non-profit entities may be granted an exemption from solid waste disposal fees for pre-approved cleanup events.
Commercial Waste - Institutional and industrial organizations or contractors and businesses conducting work for compensation and/or barter.
Commercial establishments, and/or small quantity generators, who generate hazardous waste must contact an environmental company to properly
dispose of their waste.
All mobile homes or debris from mobile homes shall be cleared for asbestos and Lead based paint before acceptance. All materials must be separated
into C&D, metal and recyclables prior to delivery.
Rented Commercial Open Top Dumpster are provided by Waste Connection to paying customers per request. No other Municipal Solid Waste
components such as metals, food waste, oil or lubricants, fluids or household garbage are to be commingled in the dumpster. Mixed waste streams
delivered to the landfill that require staff to sort or segregate materials incur a $750.00 fee charge and possible suspension of the use of a commercial
dumpster.
Commercial and residential solid waste materials collected by the United States Coast Guard, or its representative, for disposal at the Kodiak Island
Borough landfill will be charged at the time of disposal at the rate established in this fee schedule. The Kodiak Island Borough will invoice the United
States Coast Guard for all or any portion of those fees charged, as agreed upon by the parties. Fees associated with other waste disposal options will be
charged based on the applicable fee represented in this schedule.
Companies conducting commercial, industrial and institutional demolition projects need to separate their waste into metal and non-metal loads. Mixed
loads will not be accepted at the landfill.
Metals received at the landfill in the form of tanks or cables must be prepared in an acceptable manner. Tanks must be drained of all fluids and wiped
clean. Tanks under 500 gallons must have an 18" square hole cut into it and wiped clean. Tanks over 500 gallons must have one end cut off and wiped
clean. Tanks 1,000 gallons and greater must contact Engineering/Facility staff to discuss acceptable criteria. Fishing cable must be cut into 3' lengths.
Other metal items must be cut into pieces no greater than 17' long, 7' wide and 5' high. They must be separated from non-metal material (e.g., machinery
with hoses or electrical components).
Approved Thrift Stores will be allowed free disposal of self-hauled household residential waste of up to 2,000 lbs/week. Disposal of large items (e.g.,
boats, trailers, construction/demolition debris and metals) will be charged at the same rate as shown in this fee schedule.
Governmental customers may be served by a private company by direct negotiation for service. Fees will be set, billed and collected by that company.
Residential Waste - Waste generated from your home (for example, household garbage, bulky items such as furnishings and grass/lawn clippings). It
includes homeowner construction/demolition waste but does not include metals.
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TITLE 12: NAMING BUILDINGS, PUBLIC FACILITIES, STREETS, AND SIDEWALKS
Street Name Change Fee $150.00
TITLE 15: BUILDING AND CONSTRUCTION
BUILDING PERMIT FEES
Total Value Fees
value = up to $500.00 $15.00
value = $500.01 - $2,000.00 $15.00 for the first $500 plus $2.00 for each additional $100.00
or fraction thereof, to and including $2,000.00
value = $2,000.01 - $25,000.00 $45.00 for the first $2,000.00 plus $9.00 for each additional
$1,000.00 or fraction thereof, to and including $25,000.00
value = $25,000.01 - $50,000.00
$252.00 for the first $25,000.00 plus $6.50 for each additional
$1,000.00 or fraction thereof, to and including $50,000.00
value = $50,000.01 - $100,000.00
$414.50 for the first $50,000.00 plus $4.50 for each additional
$1,000.00 or fraction thereof, to and including $100,000.00
value = $100,000.01 to $500,000.00
$639.50 for the first $100,000.00 plus $3.50 for each additional
$1,000.00 or fraction thereof, to and including $500,000.00
value = $500,000.01 to $1,000,000.00
$2,039.50 for the first $500,000.00 plus $3.00 for each additional
$1,000.00 or fraction thereof, to and including $1,000,000.00
value = $1,000,000.01 and up $3,539.50 for the first $1,000,000.00 plus $2.00 for each
additional $1,000.00 or fraction thereof
Remove - by S. Garoutte
Remodel of a single family residence when issued as an owner/builder is valuation based with the maximum fee amount of $150.00.
Notes:
Remove - by S. Garoutte
ELECTRIC PERMIT FEES
NEW CONSTRUCTION ELECTRICAL WORK
Single Family and Duplexes:
Temporary Work Service Permit $36.00 $30.00 Increase to match City of Kodiak rates-
Residential Single Family - new $84.00 $70.00 by S. Garoutte
Duplex - new $120.00 $100.00
Additional Wiring, remodeling residential only $36.00 $30.00
ALL OTHER ELECTRICAL WORK
Issuance of Permit $42.00 $35.00
Each Sub-panel $24.00 Addition to match City of Kodiak
Each Fixture/Duplex Outlet/Individual Switch/Emergency Light $1.50 $1.25
Electric Heat per k.w. Installed $1.20 $1.00
Each Power Outlet $2.40 $2.00
Electrical Service to 200 amps $24.00 $20.00
Electrical Service over 200 amps $36.00 $30.00
Each Area Floodlight, 1st light $24.00 $20.00
Each Additional Floodlight $6.00 $5.00
Generator per k.w. output $1.20 $1.00
Transformers 5 k.v.a. or above $6.00 $5.00
Motor Connections, 15 hp and above $24.00 $20.00
Transfer Switches - manual $6.00 $5.00
Transfer Switches - automatic $12.00 $10.00
Electrical Signs $24.00 $20.00
Trailer Courts - each space $60.00 $50.00
Each Additional - same permit $12.00 $10.00
Temporary Services $6.00 $5.00
Environmental Control Devices per Outlet/Unit $1.50 $1.25
I. Valuations for determination of permit fees will be based on contract prices or, in the absence of a contract price, the Building Valuation Data as
published, by I.C.B.O. Building Standards
The following schedule of fees shall apply to all electrical work for which a permit is required
New Construction of a single family residence or residence with an accessory building when issued as an owner/builder is $150.00.
2. Owner/builder is defined as a person who is managing the construction or remodel of their own residence and the building permit must reflect the name
of the owner.
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TITLE 15: BUILDING AND CONSTRUCTION (Cont'd)
ELECTRIC PERMIT FEES (Cont'd)
ALL OTHER ELECTRICAL WORK (Cont'd)
$0.00 - $500.00 $42.00 $35.00 Increase to match City of Kodiak -
$501.00 - $1,000.00 $72.00 $60.00 by S. Garoutte
$1,001.00 - $2,000.00 $120.00 $100.00
$2,001.00 - $3,000.00 $180.00 $150.00
$3,001.00 - $4,000.00 $240.00 $200.00
$4,001.00 - $6,000.00 $300.00 $250.00
$6,001.00 - up $360.00 $300.00
First Inspection, per hour $48.00 $40.00 Increase to match City of Kodiak rates -
Second Inspection, per hour $60.00 $50.00 by S. Garoutte
Each Additional Inspection, per hour $72.00 $60.00
Electric Permits After Work has Started 2 x the published amount
GRADING PERMIT FEES:
50 cubic yards $23.50
51 to 100 c.y.$37.00
101 to 1,000 c.y.$37.00 for 1st 100 cy + $17.50 for ea additional 100 cy
1,001 to 10,000 c.y.$194.50 for 1st 1,000 cy + $14.50 for ea additional 1,000 cy
10,001 to 100,000 c.y.$325.00 for 1st 10,000 cy + $66.00 for ea additional 10,000 cy
100,001 c.y. or more $919.00 for 1st 100,000 cy + $36.50 for ea add 10,000 cy
Note:
PLAN REVIEW FEES
Commercial 65% of the building permit fee
Residential non-engineered 50% of the building permit fee
Residential engineered 20% of the building permit fee
Notes:
PLUMBING PERMIT FEES:
Additional Plumbing Remodeling - residential only $36.00 $30.00 Increase to match City of Kodiak rates -
by S. Garoutte
Single Family and Duplexes (base fee):
New Duplex $120.00 $100.00
New Residential Single Family $84.00 $70.00
Plus the Following Additional Charges:
Each Plumbing Fixture $8.40 $7.00
Each Gas Outlet $6.00 $5.00
Each Water Heater and Hot Water Boiler (per 1.000 btu)$ 0.24 $0.20
Automatic Sprinkler Systems (per head)$1.80 $1.50
Plumbing Alteration Work (per outlet)$8.40 $7.00
All Other Plumbing Work $42.00 $35.00
Plumbing Permits After Work has Started 2 x the published amount
When extra inspections are made necessary by reason of defective work, or otherwise through fault or error on the part of the holder of the permit, or on
the part of the permit holder's official setting forth the violation, only one such extra inspection shall be made under the regular fees as herein prescribed.
For each further extra inspection for which the holder of the permit or employee is entirely responsible, fees shall be charged as follows: Note: The
building department shall allow for correction of such work, a maximum of ten working days following the date of inspection
The following schedule of fees shall apply to all electrical work for which a plan review is required:
I. Valuations for determination of permit fees will be based on contract prices or, in the absence of a contract price, the Building Valuation Data as
published, by I.C.B.O. Building Standards
The fee for a grading permit authorizing additional work to that under a valid permit shall be the difference between the fees paid for the original permit
and the fee shown for the entire project.
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TITLE 15: BUILDING AND CONSTRUCTION (Cont'd)
OTHER FEES:
Additional Plan Review Required by Changes, additions or revision to approved plans $50.00/hr
Appeals and Exceptions $350.00
Building Demolition Fee $40.00
Driveway Permit Fee, (no fee when included w/bldg permit)$25.00
Inspections Which No Fee is Specifically Indicated $40.00/hr
Inspections Outside Normal Business Hours (per hour, 2 hr min)$70.00
Reinspection Fees Assessed Under Provisions of Section 305G $40.00/hr
Right of Way (ROW) Permit for Driveway Access $100.00
TITLE 16: SUBDIVISIONS
SUBDIVISION FEES
Abbreviated/Aliquot Part Plats $500.00
Appeal to Assembly $200.00
Appeal to Commission $200.00
Appeal Record Copy, per page first 20 pages free, $0.25 thereafter
Review of P&ZC Decision $200.00
Vacations $500.00 + plat fee
Waivers $150.00
Inspection Services - General
Personnel Costs - strait time $40.00/hr
Personnel Costs - over time $56.00/hr
Personnel Costs - double time $72.00/hr
Vehicle - hours $1.70/hr
Vehicle - mileage $0.30/mi
Vehicle - administrative fee 10%
Inspection Services - Subdivision:
Road and Utility Improvement (per lineal ft)
Improvements for 1 to 12 lots $3.50/lf
Improvements for 13 lots and more $2.00/lf
Materials Approval Services:
First Submittal $200.00 Subsequent Reviews $60.00
Plan Review Services:
Additional Improvement Plan Reviews $100.00
Improvement Plan Review actual cost
Initial and Final Plan $200.00
Site Grading Plan Review $250.00
Preliminary Plats Creating:
1 to 12 lots $500.00
13 of more lots $500.00 + $50.00 for each additional lot over 12
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TITLE 17: ZONING
After the fact Zoning Compliance Permits 2 x the published amount
Appeal to Board of Adjustment $350.00
Appeal to Commission $200.00
Appeal Record Copy, per page first 20 pages free, $0.25 thereafter
Conditional Use Permit $250.00
Other P&Z Screening Approval $150.00
Postponement at Petitioner's Request - public hearing item $150.00
Postponement at Petitioner's Request - non-public hearing item $25.00
Review of P&ZC Decision $200.00
Variance $400.00
Zoning Change Permit:
4 or less lots $350.00
5 - 20 lots $750.00
21 + lots $1,500.00
Zoning Compliance Permit :
Less than 1.75 acres $30.00
1.76 to 5.00 acres $60.00
5.01 to 40.00 acres $90.00
40.01 acres or more $120.00
TITLE 18: BOROUGH REAL PROPERTY
Land Disposal Application $350.00
Land Use Permits - temporary KIBC 18.50.010.B $250.00
Land Use Permits - annually KIBC 18.50.010.C $1,200.00
Material Sales, royalty fee per cubic yard - annually $2.00
Wood Cutting Permits - Chiniak area - annually Free with signed liability waiver
Wood Cutting Permits - specified areas other than Chiniak - 30 days $25.00
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KODIAK ISLAND BOROUGH
STAFF REPORT
JUNE 16, 2022
ASSEMBLY REGULAR MEETING
Kodiak Island Borough
SUBJECT:Resolution No. FY2023-04 A Resolution Of The Assembly Of The Kodiak
Island Borough, Declaring That The Existing Apportionment Of The Kodiak
Island Borough Assembly Meets The Standards Of As 29.20.060 And Is
Consistent With The Equal Representation Standards Of The Constitution Of
The United States; Placing On The Ballot For The October 4, 2022, Regular
Borough Election, The Question To Retain The Existing Form Of Assembly
Representation
ORIGINATOR:Lina Cruz, Deputy Clerk
RECOMMENDATION:
Move to adopt Resolution No. FY2023-04.
DISCUSSION:
The Alaska Redistricting Board adopted the final Proclamation of Redistricting on November
10, 2021, and on April 13, 2022, the Board adopted an amended proclamation plan. Per
Alaska Statutes, the Assembly shall determine and declare by resolution whether the existing
apportionment of the Assembly meets the standards of AS 29.20.060.
At the June 9, 2022, work session, the Assembly expressed their intent to move forward in
presenting a proposition to voters at the upcoming municipal election that would retain the
existing form of Assembly representation.
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
AS 29.20.080 (a) provides that not later than two months after adoption of a final state
redistricting plan under art. VI, sec 10, Constitution of the State of Alaska, the Assembly shall
determine and declare by resolution whether the existing apportionment of the Assembly
meets the standards of AS 29.20.060.
Alaska Statute (AS) 29.20.070(b) provides that not later than the first regular election that occurs after
adoption of a final state redistricting plan under art. VI, sec. 10, Constitution of the State of Alaska, the
assembly shall propose and submit to the voters of the borough, at that regular election or at a special
election called for the purpose, one or more forms of assembly representation.
AGENDA ITEM #14.B.3.
Resolution No. FY2023-04 A Resolution Of The Assembly Of The Kodiak Isla...Page 160 of 231
Kodiak Island Borough, Alaska Resolution No. FY2023-04
Page 1 of 2
Introduced by: Borough Mayor and Assembly 1
Drafted by: Borough Attorney 2
Introduced on: 06/09/2022 3
Adopted on: 4
5
KODIAK ISLAND BOROUGH 6
RESOLUTION NO. FY2023-04 7
8
A RESOLUTION OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH, DECLARING THAT 9
THE EXISTING APPORTIONMENT OF THE KODIAK ISLAND BOROUGH ASSEMBLY MEETS 10
THE STANDARDS OF AS 29.20.060 AND IS CONSISTENT WITH THE EQUAL 11
REPRESENTATION STANDARDS OF THE CONSTITUTION OF THE UNITED STATES; PLACING 12
ON THE BALLOT FOR THE OCTOBER 4, 2022, REGULAR BOROUGH ELECTION, THE 13
QUESTION TO RETAIN THE EXISTING FORM OF ASSEMBLY REPRESENTATION 14
15
WHEREAS, the Alaska Redistricting Board adopted the Final Proclamation of Redistricting on 16
November 10, 2021; and on April 13, 2022, the Board adopted an Amended Proclamation Plan; and 17
18
WHEREAS, Alaska Statute (AS) 29.20.070(b) provides that not later than the first regular election 19
that occurs after adoption of a final state redistricting plan under art. VI, sec. 10, Constitution of the 20
State of Alaska, the assembly shall propose and submit to the voters of the borough, at that regular 21
election or at a special election called for the purpose, one or more forms of assembly representation; 22
and 23
24
WHEREAS, AS 29.20.080 (a) provides that not later than two months after adoption of a final state 25
redistricting plan under art. VI, sec 10, Constitution of the State of Alaska, the assembly shall 26
determine and declare by resolution whether the existing apportionment of the assembly meets the 27
standards of AS 29.20.060; and 28
29
WHEREAS, AS 29.20.060 provides that assembly composition and apportionment shall be 30
consistent with the equal representation standards of the Constitution of the United States; an 31
assembly may not provide for weighted voting; and a member of the assembly may not be elected or 32
appointed by and from the council of a city in the borough; and 33
34
WHEREAS, the Assembly of the Kodiak Island Borough has complied with state law regarding 35
assembly composition and form of representation as follows: 36
37
1. On May 7, 1981, the Assembly adopted Resolution No. 81-28-R declaring the changes 38
to be made in apportionment and composition of the Kodiak Island Borough Assembly met the 39
standards of AS 29.23.021 [prior law]. 40
41
2. On October 6, 1981, the question of whether the existing apportionment whereby all 42
members of the Assembly are elected at-large by all qualified voters of the borough should be retained 43
was submitted to the duly qualified voters of the Kodiak Island Borough. 44
45
3. On October 6, 1981, the voters approved retention of the apportionment with seven at 46
large assembly members with 1,227 yes votes and 279 no votes, and the results of the election were 47
confirmed by Resolution 81-83-R approved October 15, 1981. 48
49
4. On December 3, 1981, through adoption of Ordinance 81-53-0, the Kodiak Island 50
Borough Assembly approved retention of the Borough Assembly apportionment consisting of seven 51
(7) members, with all seven (7) members being elected at large. 52
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Kodiak Island Borough, Alaska Resolution No. FY2023-04
Page 2 of 2
53
5. On July 18, 1991, the Assembly adopted Resolution No. 91-32 declaring the changes 54
to be made in apportionment and composition of the Kodiak Island Borough Assembly met the 55
standards of AS 29.20.060. 56
57
6. On October 1, 1991, the question of whether the existing apportionment whereby all 58
members of the Assembly are elected at-large by all qualified voters of the borough should be retained 59
was submitted to the duly qualified voters of the Kodiak Island Borough. 60
61
7. On October 1, 1991, the voters approved retention of the apportionment with seven at 62
large assembly members with 1,535 yes votes and 228 no votes, and the results of the election were 63
confirmed by Resolution 91-54 approved October 17, 1991. 64
65
WHEREAS, the current method of assembly representation is by election of members of the 66
assembly at large by the qualified voters of the borough. 67
68
NOW, THEREFORE, BE IT RESOLVED BY THE ASSEMBLY OF THE KODIAK ISLAND 69
BOROUGH that: 70
71
Section 1. Assembly Composition and Apportionment: The Assembly determines and 72
declares that the existing apportionment of the Kodiak Island Borough Assembly meets the standards 73
of AS 29.20.060 and is consistent with the equal representation standards of the constitution of the 74
United States. 75
76
Section 2. Proposition to be Submitted to the Voters: At the regular election to be held 77
October 4, 2022, the following proposition shall be presented to the duly qualified voters of the Kodiak 78
Island Borough: 79
80
ASSEMBLY REPRESENTATION 81
82
Shall the present form of assembly representation whereby the assembly 83
consists of seven (7) members and all members of the assembly are elected at-84
large by the qualified voters of the borough be retained? 85
86
YES ___ 87
NO ___” 88
89
Section 3. Effective Date. This Resolution shall be effective upon adoption. 90
91
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH 92
THIS __________ DAY OF _______________, 2022. 93
94
KODIAK ISLAND BOROUGH ATTEST: 95
96
97
___________________________ _____________________________ 98
William Roberts, Mayor Nova M. Javier, MMC, Interim Clerk 99
100
VOTES: 101
Ayes: 102
Noes: 103
104
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KODIAK ISLAND BOROUGH
STAFF REPORT
JUNE 16, 2022
ASSEMBLY REGULAR MEETING
Kodiak Island Borough
SUBJECT:Ordinance No. FY2022-02B An Ordinance Of The Assembly Of The Kodiak
Island Borough Amending Ordinance No. FY2022-02, Fiscal Year 2022
Budget, By Amending Budgets To Account For Various Revenues That Are
Over Budget, Providing For Additional Expenditures, And Moving Funds
Between Projects
ORIGINATOR:Dria Bray-Holloway, General Accountant
RECOMMENDATION:
Move to advance Ordinance No. FY2022-02B to public hearing at the next Assembly regular
meeting.
DISCUSSION:
6/10/22 UPDATE
At the 6/09 work session a question was asked about a transfer request of $1,908,182 between
two projects within the Fund 469 Renewal and Replacement. Since the staff member
requesting the transfer is unavailable, the item is being removed from the ordinance.
ORIGINAL
This ordinance presents the net changes for additional funding requests which occurred during
the current fiscal year for items or circumstances not known or expected during the initial
creation of the FY2022 Budget.
Funds (not including Capital Project Funds)
Funds are accounts established to collect money that must be used for a specified purpose. The
following funds are being changed with this budget amendment:
Fund Additional
Appropriation
Transfer
In/(Out)
Current
Cash Balance
220- Building &
Grounds $0 $(15,000)$718,047
240 - Womens Bay
Road Service $31,000 $0 $31,132
242 - Service District
#1 $45,000 $0 $1,000,183
244 - Monashka Bay
Road Service $25,000 $0 $243,097
246 - Bay View Road
Service $25,000 $0 $52,961
250 - Fire Protection
Area #1 $0 $2,134 $727,494
262 - Mission Lake $1,500 $0 $58,893
AGENDA ITEM #14.C.1.
Ordinance No. FY2022-02B An Ordinance Of The Assembly Of The Kodiak Isla...Page 163 of 231
KODIAK ISLAND BOROUGH
STAFF REPORT
JUNE 16, 2022
ASSEMBLY REGULAR MEETING
Kodiak Island Borough
Tide Gate
277 - Tourism
Development $200 $0 $85,432
278 - Commercial
Passenger Vessel $155,000 $0 $47,100
530 - Solid Waste
Disposal & Collection $0 $(5,250,000) $6,244,616
555 - Kodiak Fisheries
Research Center
(KFRC)
$0 $(122,344) $2,652,255
Projects (within Capital Project Funds)
Since most projects cover multiple years, the Borough does not create annual budgets for
them. Instead, each project budget is developed when the project is originated. Throughout the
life of a project, funds will cycle in and out of the perspective budgets due to continuous
changes with the scope of work, expenses that are over and under original estimates, or funds
remaining at project completion. The projects being amended by this budget amendment are:
Capital Project Fund Project Name Increasing/(Decreasing)
426 KFRC Fire Alarm Replacement
& Upgrades $(17,656)
428 KFRC Ozonator $140,000
450 Fire Protection Area #1 Exterior
Improvement $(2,134)
469 East Elementary Roof $10,000
469 Island Wide UST
Removal/Replacement $5,000
469 removed 6/09 Borough Building Rehab $(1,908,182)
469 removed 6/09 Borough Building Abatement $1,908,182
469 Main Elementary Roof
Replacement $650,000
490 Leachate Aeration $2,500,000
469 Landfill Stage 3 Closure $2,750,000
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
AGENDA ITEM #14.C.1.
Ordinance No. FY2022-02B An Ordinance Of The Assembly Of The Kodiak Isla...Page 164 of 231
Kodiak Island Borough, Alaska Ordinance No. FY2022-02B
Page 1 of 3
Introduced by: Finance Department thru the Mayor 1
Drafted by: Finance Director 2
Introduced on: 06/16/2022 3
Public Hearing Date: 4
Adopted on: 5
KODIAK ISLAND BOROUGH 6
ORDINANCE NO. FY2022-02B 7
8
AN ORDINANCE OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH AMENDING 9
ORDINANCE NO. FY2022-02, FISCAL YEAR 2022 BUDGET, BY AMENDING BUDGETS TO 10
ACCOUNT FOR VARIOUS REVENUES THAT ARE OVER BUDGET, PROVIDING FOR 11
ADDITIONAL EXPENDITURES, AND MOVING FUNDS BETWEEN PROJECTS 12
13
WHEREAS, Womens Bay Road Service requests an additional $31,000 of existing fund 14
balance to pay for snow removal and road maintenance; and 15
16
WHEREAS, Service District #1 requests an additional $45,000 of existing fund balance to pay 17
for snow removal and road maintenance; and 18
19
WHEREAS, Monashka Bay Road Service requests an additional $25,000 of existing fund 20
balance to pay for snow removal and road maintenance; and 21
22
WHEREAS, Bay View Road Service requests an additional $25,000 of existing fund balance to 23
pay for snow removal and road maintenance; and 24
25
WHEREAS, Mission Lake Tide Gate requests an additional $1,500 of existing fund balance to 26
pay for repair and maintenance; and 27
28
WHEREAS, Tourism Development requests an additional $200 of existing fund balance to pay 29
for office supplies; and 30
31
WHEREAS, Commercial Passenger Vessel requests an additional $155,000 of existing fund 32
balance to pay for MOA FY22-35 authorizing the Portland Loo Project; and 33
34
WHEREAS, staff requests a budget increase of $650,000 for the Main Roof Replacement 35
project which is reimbursed by the Kodiak Island Borough School District per MOA FY22-23, and 36
37
WHEREAS, staff requests a transfer of $5,000 from the Buildings & Grounds fund to the Island 38
Wide UST Removal/ Replacement project; and 39
40
WHEREAS, staff requests a transfer of $10,000 from the Buildings & Ground fund to the East 41
Elementary Roof Replacement project, and 42
43
WHEREAS, staff requests to return $17,656 of unexpended Capital Project funds to the Kodiak 44
Fisheries Research Center fund from the KFRC Fire Alarm Replacement & Upgrades project; and 45
AGENDA ITEM #14.C.1.
Ordinance No. FY2022-02B An Ordinance Of The Assembly Of The Kodiak Isla...Page 165 of 231
Kodiak Island Borough, Alaska Ordinance No. FY2022-02B
Page 2 of 3
46
WHEREAS, staff requests to return $2,134 of unexpended Capital Project funds to the Fire 47
Protection #1 fund from the Fire Protection Area #1 Exterior Improvement project; and 48
49
WHEREAS, staff requests a reallocation of $1,908,182 within Capital Project Renewal and 50
Replacement fund from Borough Building Rehab project to Borough Building 51
Abatement/Mechanical Upgrades project. 52
53
WHEREAS, staff requests a transfer of $2,500,000 from the Solid Waste Disposal & Collection 54
fund to the Leachate Aeration project; and 55
56
WHEREAS, staff requests a transfer of $2,750,000 from the Solid Waste Disposal & Collection 57
fund to the Landfill Stage 3 Closure project; and 58
59
WHEREAS, staff requests a transfer of $140,000 from the Kodiak Fisheries Research Center 60
(KFRC) fund to the KFRC Ozonator project; and 61
62
NOW, THEREFORE, BE IT ORDAINED BY THE ASSEMBLY OF THE KODIAK ISLAND 63
BOROUGH THAT: 64
65
Section 1: This ordinance is NOT of permanent nature and shall NOT become a part of the 66
Kodiak Island Borough Code of Ordinances. 67
68
Section 2: The following budget amendments are made and supplemental appropriations are 69
approved: 70
71
Additional Appropriations: 72
Fund – Department/Project # Amount of Budget
Increase and Additional
Appropriation
240 Womens Bay Road Service $31,000
242 Service Area #1 $45,000
244 Monashka Bay Road Service $25,000
246 Bay View Road Service $25,000
262 Mission Lake Tide Gate $1,500
277 Tourism Development $200
278 Commercial Passenger Vessel $155,000
469 Renewal & Replacement (R&R) / #22003 $650,000
73
Transfer Appropriations: 74
Fund – Department
Transferring Out
Fund – Department/Project
Transferring In
Transfer
Amount
220 Building & Grounds 469 R&R / #11009 $5,000
220 Building & Grounds 469 R&R / #22004 $10,000
AGENDA ITEM #14.C.1.
Ordinance No. FY2022-02B An Ordinance Of The Assembly Of The Kodiak Isla...Page 166 of 231
Kodiak Island Borough, Alaska Ordinance No. FY2022-02B
Page 3 of 3
426 Capital Projects/ #19004 555 KFRC $17,656
450 Capital Projects / #19009 250 Fire Protection Area #1 $2,134
469 R&R / #13006 469 R&R / #20005 $1,908,182
530 Solid Waste 490 Capital Projects / #19012 $2,500,000
530 Solid Waste 490 Capital Projects / #21009 $2,750,000
555 KFRC 428 Capital Projects / # 22000 $140,000
75
76
Effective Date: This ordinance takes effect upon adoption. 77
78
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH 79
THIS __________ DAY OF _______________, 2022 80
81
KODIAK ISLAND BOROUGH 82
83
ATTEST: 84
___________________________ 85
William Roberts, Mayor ___________________________ 86
Nova Javier, Interim Borough Clerk 87
88
VOTES: 89
Ayes: 90
Noes: 91
AGENDA ITEM #14.C.1.
Ordinance No. FY2022-02B An Ordinance Of The Assembly Of The Kodiak Isla...Page 167 of 231
Project - 11009 Island Wide UST Removal/ Replacement (469-614)Active REVENUES 567,931.00 567,931.00 .00 100
EXPENSES 567,931.00 569,459.07 .00 (1,528.07)100
Project 11009 - Island Wide UST Removal/ Replacement (469-614)Net $0.00 ($1,528.07)$1,528.07 +++
Project - 12010 Anton Larsen Dock (430-530)Active REVENUES 2,100,000.00 1,848,573.50 251,426.50 88
EXPENSES 2,100,000.00 1,848,573.50 .00 251,426.50 88
Project 12010 - Anton Larsen Dock (430-530)Net $0.00 $0.00 $0.00 +++
Project - 13006 Borough Building Rehab (469-614)Active REVENUES 1,931,702.00 1,931,702.00 .00 100
EXPENSES 1,931,702.00 23,519.82 .00 1,908,182.18 1
Project 13006 - Borough Building Rehab (469-614)Net $0.00 $1,908,182.18 ($1,908,182.18)+++
Project - 16003 Chiniak Emergency Shelter Rebuild (450-565)Active REVENUES 670,958.00 810,913.57 (139,955.57)121
EXPENSES 670,958.00 745,786.38 2,861.90 (77,690.28)112
Project 16003 - Chiniak Emergency Shelter Rebuild (450-565)Net $0.00 $65,127.19 ($62,265.29)+++
Project - 17002 Baler Building Siding & Roof (490-566)Completed REVENUES 975,000.00 983,382.44 (8,382.44)101
EXPENSES 975,000.00 983,382.44 .00 (8,382.44)101
Project 17002 - Baler Building Siding & Roof (490-566)Net $0.00 $0.00 $0.00 +++
Project - 18005 Baler Building UST Removal/Replacement (490-566)Active REVENUES 235,000.00 235,000.00 .00 100
EXPENSES 235,000.00 212,948.30 5,000.00 17,051.70 93
Project 18005 - Baler Building UST Removal/Replacement (490-566)Net $0.00 $22,051.70 ($17,051.70)+++
Project - 19003 KFRC Seawater Storage & Filter Vessels (426-805)Active REVENUES 30,000.00 30,000.00 .00 100
EXPENSES 30,000.00 .00 .00 30,000.00 0
Project 19003 - KFRC Seawater Storage & Filter Vessels (426-805)Net $0.00 $30,000.00 ($30,000.00)+++
Project - 19004 KFRC Fire Alarm Replacement & Upgrades (426-805)Active REVENUES 260,000.00 260,000.00 .00 100
EXPENSES 260,000.00 242,343.60 .00 17,656.40 93
Project 19004 - KFRC Fire Alarm Replacement & Upgrades (426-805)Net $0.00 $17,656.40 ($17,656.40)+++
Project - 19008 CAMA/ Collection Software Upgrade (415-569)Active REVENUES 600,000.00 600,000.00 .00 100
EXPENSES 600,000.00 .00 .00 600,000.00 0
Project 19008 - CAMA/ Collection Software Upgrade (415-569)Net $0.00 $600,000.00 ($600,000.00)+++
Project - 19009 Fire Protection Area # 1 Exterior Improvement (450-
550)
Active REVENUES 420,000.00 420,000.00 .00 100
EXPENSES 420,000.00 417,866.36 .00 2,133.64 99
Project 19009 - Fire Protection Area # 1 Exterior Improvement (450-550)Net $0.00 $2,133.64 ($2,133.64)+++
Project - 19011 Womens Bay Fire Kitchen Remodel (450-550)Active REVENUES 25,000.00 25,000.00 .00 100
EXPENSES 25,000.00 .00 .00 25,000.00 0
Project 19011 - Womens Bay Fire Kitchen Remodel (450-550)Net $0.00 $25,000.00 ($25,000.00)+++
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Current active Capital projects
Life-to-Date Through 05/30/22
Project Number Project Description Status Budget Actual Encumbered Balance % of Budget
AGENDA ITEM #14.C.1.Ordinance No. FY2022-02B An Ordinance Of The Assembly Of The Kodiak Isla...Page 168 of 231
Project - 19012 Leachate Aeration (490-712)Active REVENUES 388,000.00 388,000.00 .00 100
EXPENSES 388,000.00 303,411.08 2,471,919.52 (2,387,330.60)715
Project 19012 - Leachate Aeration (490-712)Net $0.00 $84,588.92 $2,387,330.60 +++
Project - 19013 Junk Car Removal (415-538)Active REVENUES 25,200.00 25,200.00 .00 100
EXPENSES 25,200.00 19,912.80 .00 5,287.20 79
Project 19013 - Junk Car Removal (415-538)Net $0.00 $5,287.20 ($5,287.20)+++
Project - 19014 Fuel Leak Cleanup @ Hospital 540-740 ( reimbursable)Active REVENUES 150,000.00 150,000.00 .00 100
EXPENSES 150,000.00 192,334.26 .00 (42,334.26)128
Project 19014 - Fuel Leak Cleanup @ Hospital 540-740 ( reimbursable)Net $0.00 ($42,334.26)$42,334.26 +++
Project - 19015 Aerial Imagery (415-)Active REVENUES 40,000.00 40,000.00 .00 100
EXPENSES 40,000.00 .00 .00 40,000.00 0
Project 19015 - Aerial Imagery (415-)Net $0.00 $40,000.00 ($40,000.00)+++
Project - 20001 PKIMC New Fuel Tank (495-537)Active REVENUES 370,000.00 370,000.00 .00 100
EXPENSES 370,000.00 225,970.63 129,558.75 14,470.62 96
Project 20001 - PKIMC New Fuel Tank (495-537)Net $0.00 $144,029.37 ($14,470.62)+++
Project - 20003 PKIMC Retaining Wall (495-537)Active REVENUES 2,835,000.00 2,835,000.00 .00 100
EXPENSES 2,835,000.00 2,528,480.15 66,082.22 240,437.63 92
Project 20003 - PKIMC Retaining Wall (495-537)Net $0.00 $306,519.85 ($240,437.63)+++
Project - 20004 KFRC Exterior ( 426-805)Active REVENUES 150,000.00 150,000.00 .00 100
EXPENSES 150,000.00 97,413.07 38,983.72 13,603.21 91
Project 20004 - KFRC Exterior ( 426-805)Net $0.00 $52,586.93 ($13,603.21)+++
Project - 20005 Borough Building Abatement/ Mechanical Upgrades
(469-614)
Active REVENUES 1,275,000.00 1,275,000.00 .00 100
EXPENSES 1,275,000.00 157,078.49 996,625.42 121,296.09 90
Project 20005 - Borough Building Abatement/ Mechanical Upgrades (469-614)Net $0.00 $1,117,921.51 ($121,296.09)+++
Project - 20006 PKIMC Structural Analysis & Project List Development
(495-537)
Active REVENUES 50,000.00 50,000.00 .00 100
EXPENSES 50,000.00 38,122.05 4,234.00 7,643.95 85
Project 20006 - PKIMC Structural Analysis & Project List Development (495-537)Net $0.00 $11,877.95 ($7,643.95)+++
Project - 20007 KIBSD Auxiliary Gym Design (415-539)Active REVENUES 60,000.00 50,793.50 9,206.50 85
EXPENSES 60,000.00 61,128.32 .00 (1,128.32)102
Project 20007 - KIBSD Auxiliary Gym Design (415-539)Net $0.00 ($10,334.82)$10,334.82 +++
Project - 20008 North Star Elementary Siding 470-536 Active REVENUES 1,369,506.00 970,086.32 399,419.68 71
EXPENSES 1,369,506.00 374,857.26 815,652.90 178,995.84 87
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Current active Capital projects
Life-to-Date Through 05/30/22
Project Number Project Description Status Budget Actual Encumbered Balance % of Budget
AGENDA ITEM #14.C.1.Ordinance No. FY2022-02B An Ordinance Of The Assembly Of The Kodiak Isla...Page 169 of 231
Project 20008 - North Star Elementary Siding 470-536 Net $0.00 $595,229.06 $220,423.84 +++
Project - 20009 Salonie Creek Culvert Replacement Project (455-550)Active REVENUES 370,359.00 176,737.09 193,621.91 48
EXPENSES 370,359.00 122,123.49 36,109.00 212,126.51 43
Project 20009 - Salonie Creek Culvert Replacement Project (455-550)Net $0.00 $54,613.60 ($18,504.60)+++
Project - 20020 KIBSD Auditorium Upgrade Reimbursable (415-539)Active REVENUES 27,000.00 .00 27,000.00 0
EXPENSES 27,000.00 1,003.76 23,643.50 2,352.74 91
Project 20020 - KIBSD Auditorium Upgrade Reimbursable (415-539)Net $0.00 ($1,003.76)$24,647.26 +++
Project - 20021 Tsunami Siren Upgrades - 2020 (455-550)Active REVENUES 622,527.00 628,985.36 (6,458.36)101
EXPENSES 622,527.00 523,944.33 .00 98,582.67 84
Project 20021 - Tsunami Siren Upgrades - 2020 (455-550)Net $0.00 $105,041.03 ($105,041.03)+++
Project - 20022 Fuel Tank Line Leak - Long Term Care (545-743)Active REVENUES .00 .00 .00 +++
EXPENSES .00 285,714.62 .00 (285,714.62)+++
Project 20022 - Fuel Tank Line Leak - Long Term Care (545-743)Net $0.00 ($285,714.62)$285,714.62 +++
Project - 20023 ADF&G Fuel Spill Active REVENUES .00 .00 .00 +++
EXPENSES .00 .00 .00 .00 +++
Project 20023 - ADF&G Fuel Spill Net $0.00 $0.00 $0.00 +++
Project - 20024 Chiniak Water System (455-550)Active REVENUES 75,000.00 75,000.00 .00 100
EXPENSES 75,000.00 15,434.41 .00 59,565.59 21
Project 20024 - Chiniak Water System (455-550)Net $0.00 $59,565.59 ($59,565.59)+++
Project - 21000 PKIMC Fire Alarm Replacement & Upgrade (497-567)Active REVENUES 726,000.00 726,000.00 .00 100
EXPENSES 726,000.00 33,518.00 44,742.00 647,740.00 11
Project 21000 - PKIMC Fire Alarm Replacement & Upgrade (497-567)Net $0.00 $692,482.00 ($647,740.00)+++
Project - 21001 KFRC Fume Hoods (428-805)Active REVENUES 190,000.00 190,000.00 .00 100
EXPENSES 190,000.00 22,497.29 154,290.50 13,212.21 93
Project 21001 - KFRC Fume Hoods (428-805)Net $0.00 $167,502.71 ($13,212.21)+++
Project - 21002 Saltery Cove Trail System Access & Improvement
Project (432-140)
Active REVENUES 361,918.00 45,299.68 316,618.32 13
EXPENSES 361,918.00 33,595.67 12,170.00 316,152.33 13
Project 21002 - Saltery Cove Trail System Access & Improvement Project (432-140)Net $0.00 $11,704.01 $465.99 +++
Project - 21003 NOAA Hazmat Shed Reimbursable by NOAA (555-758)Active REVENUES 12,950.00 12,477.50 472.50 96
EXPENSES 12,950.00 3,807.56 .00 9,142.44 29
Project 21003 - NOAA Hazmat Shed Reimbursable by NOAA (555-758)Net $0.00 $8,669.94 ($8,669.94)+++
Project - 21004 Sargent Creek Park Upgrades (252-215)Active REVENUES .00 .00 .00 +++
EXPENSES .00 .00 .00 .00 +++
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Current active Capital projects
Life-to-Date Through 05/30/22
Project Number Project Description Status Budget Actual Encumbered Balance % of Budget
AGENDA ITEM #14.C.1.Ordinance No. FY2022-02B An Ordinance Of The Assembly Of The Kodiak Isla...Page 170 of 231
Project 21004 - Sargent Creek Park Upgrades (252-215)Net $0.00 $0.00 $0.00 +++
Project - 21005 Emergency Boro Bldg. Boiler Repair (415-568)Active REVENUES 28,000.00 28,000.00 .00 100
EXPENSES 28,000.00 27,155.83 .00 844.17 97
Project 21005 - Emergency Boro Bldg. Boiler Repair (415-568)Net $0.00 $844.17 ($844.17)+++
Project - 21007 Long Term Care Center Fuel Line Replacement (445-
742)
Active REVENUES 85,000.00 85,000.00 .00 100
EXPENSES 85,000.00 66,387.88 .00 18,612.12 78
Project 21007 - Long Term Care Center Fuel Line Replacement (445-742)Net $0.00 $18,612.12 ($18,612.12)+++
Project - 21008 Peterson Elementary Roof Replacement (415-539)Active REVENUES 25,000.00 25,000.00 .00 100
EXPENSES 25,000.00 18,357.41 45,786.00 (39,143.41)257
Project 21008 - Peterson Elementary Roof Replacement (415-539)Net $0.00 $6,642.59 $39,143.41 +++
Project - 21009 Landfill Stage 3 Closure (490-713)Active REVENUES 100,000.00 100,000.00 .00 100
EXPENSES 100,000.00 105,366.77 1,985,008.31 (1,990,375.08)2,090
Project 21009 - Landfill Stage 3 Closure (490-713)Net $0.00 ($5,366.77)$1,990,375.08 +++
Project - 22000 KFRC Ozonator (428-805)Active REVENUES 40,000.00 40,000.00 .00 100
EXPENSES 40,000.00 53,368.61 115,341.54 (128,710.15)422
Project 22000 - KFRC Ozonator (428-805)Net $0.00 ($13,368.61)$128,710.15 +++
Project - 22001 Alaska Community Health Funds (COVID-19) - (432-
808)
Active REVENUES 513,947.00 504,214.87 9,732.13 98
EXPENSES 513,947.00 396,404.48 .00 117,542.52 77
Project 22001 - Alaska Community Health Funds (COVID-19) - (432-808)Net $0.00 $107,810.39 ($107,810.39)+++
Project - 22002 American Relief Plan [ARPA] (432-321)Active REVENUES 150,000.00 .00 150,000.00 0
EXPENSES 150,000.00 281.40 17,500.00 132,218.60 12
Project 22002 - American Relief Plan [ARPA] (432-321)Net $0.00 ($281.40)$17,781.40 +++
Project - 22003 Main Elementary Roof Replacement (469-614)Active REVENUES 75,000.00 75,000.00 .00 100
EXPENSES 75,000.00 43,321.88 606,374.00 (574,695.88)866
Project 22003 - Main Elementary Roof Replacement (469-614)Net $0.00 $31,678.12 $574,695.88 +++
Project - 22004 East Elementary Roof Replacement (469-614)Active REVENUES 10,000.00 .00 10,000.00 0
EXPENSES 10,000.00 1,689.68 3,527.50 4,782.82 52
Project 22004 - East Elementary Roof Replacement (469-614)Net $0.00 ($1,689.68)$5,217.18 +++
Project - 22006 Local Government Lost Revenue Relief (432-322)Active REVENUES .00 1,925,939.01 (1,925,939.01)+++
EXPENSES .00 .00 .00 .00 +++
Project 22006 - Local Government Lost Revenue Relief (432-322)Net $0.00 $1,925,939.01 ($1,925,939.01)+++
Project - 22007 Mental Health Facilities Assessment (220-233)Active REVENUES 25,000.00 .00 25,000.00 0
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Current active Capital projects
Life-to-Date Through 05/30/22
Project Number Project Description Status Budget Actual Encumbered Balance % of Budget
AGENDA ITEM #14.C.1.Ordinance No. FY2022-02B An Ordinance Of The Assembly Of The Kodiak Isla...Page 171 of 231
EXPENSES 25,000.00 580.83 21,342.00 3,077.17 88
Project 22007 - Mental Health Facilities Assessment (220-233)Net $0.00 ($580.83)$21,922.83 +++
Project - 22008 KFRC Facility Fuel Spill (415-553) - Reimburseable Active REVENUES .00 .00 .00 +++
EXPENSES .00 2,177.49 .00 (2,177.49)+++
Project 22008 - KFRC Facility Fuel Spill (415-553) - Reimburseable Net $0.00 ($2,177.49)$2,177.49 +++
Grand Totals
REVENUES 17,965,998.00 18,654,235.84 (688,237.84)104
EXPENSES 17,965,998.00 10,799,318.97 7,596,752.78 (430,073.75)102
Grand Totals Net $0.00 $7,854,916.87 ($258,164.09)+++
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Current active Capital projects
Life-to-Date Through 05/30/22
Project Number Project Description Status Budget Actual Encumbered Balance % of Budget
AGENDA ITEM #14.C.1.Ordinance No. FY2022-02B An Ordinance Of The Assembly Of The Kodiak Isla...Page 172 of 231
KODIAK ISLAND BOROUGH
STAFF REPORT
JUNE 16, 2022
ASSEMBLY REGULAR MEETING
Kodiak Island Borough
SUBJECT: Ordinance No. FY2023-03 Amending Pertinent Sections in Kodiak Island
Borough Code Chapter 2 Administration and Personnel to Amend the Mayor
and Assembly Compensation
ORIGINATOR: Nova Javier, Borough Clerk
RECOMMENDATION:
Move to advance Ordinance No. FY2023-03 to public hearing at the next regular meeting of
the Assembly.
DISCUSSION:
The Assembly appropriated sufficient funds in the fiscal year 2023 budget to provide for an
increase in the monthly allowance paid to the Mayor and Assembly. The last review and
increase of the mayor and assembly compensation was from August 2007.
ALTERNATIVES:
FISCAL IMPACT:
Account sources: 100-100-410.106 and 100-100-410.108
OTHER INFORMATION:
Alaska Statutes Title 29, Sec. 29.20.620. Compensation for elected officials.
The governing body shall by ordinance provide a method of determining the salaries of elected
officials. The salary of the mayor may not be reduced during the term of office of the mayor,
unless during the term a manager plan is adopted. An elected official may not receive
compensation for service to the municipality in addition to the salary received as an elected
official, unless otherwise provided by ordinance. Per diem payments or reimbursements for
expenses are not compensation under this section.
AGENDA ITEM #14.C.2.
Ordinance No. FY2023-03 Amending Pertinent Sections in Kodiak Island Bor...Page 173 of 231
Kodiak Island Borough, Alaska Ordinance No. FY2023-03
Page 1 of 2
1 Introduced by: Borough Assembly
2 Drafted by: Borough Clerk
3 Introduced on: 06/16/2022
4 Public Hearing Date:
5 Adopted on:
6 KODIAK ISLAND BOROUGH
7 ORDINANCE NO. FY2023-03
8
9 AN ORDINANCE OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH AMENDING
10 PERTINENT SECTIONS IN KODIAK ISLAND BOROUGH CODE CHAPTER 2
11 ADMINISTRATION AND PERSONNEL TO AMEND THE MAYOR AND ASSEMBLY
12 COMPENSATION
13
14 WHEREAS, per Alaska Statutes 29.20.620, Compensation for elected officials, the governing
15 body shall by ordinance provide a method of determining the salaries of elected officials; and
16
17 WHEREAS,the Assembly appropriated sufficient funds in the fiscal year 2023 budget to
18 provide for an increase in the monthly allowance paid to the governing body; and
19
20 WHEREAS,the last review and increase of the mayor and assembly compensation was from
21 August 2007; and
22
23 NOW, THEREFORE, BE IT ORDAINED BY THE ASSEMBLY OF THE KODIAK ISLAND
24 BOROUGH that:
25
26 Section 1:This ordinance is of a general and permanent nature and shall become a part of the
27 Kodiak Island Borough Code of Ordinances.
28
29 Section 2: Section 2.20.070, Miscellaneous, of the Kodiak Island Borough Code of Ordinances
30 is amended to read as follows:
31
32 A. Compensation and Expenses.
33 1. The mayor’s compensation shall be $500700.00 per month.
34 2. Expenses of the mayor, other than transportation and per diem for approved travel,
35 incurred because of borough activities, may be reimbursed by the borough only after
36 approval by the assembly.
37 …
38
39 Section 3: Section 2.30.100 Miscellaneous of the Kodiak Island Borough Code of Ordinances
40 is amended to read as follows:
41 …
42 E. Compensation and Expenses.
43 1. Assembly members’ compensation shall be $300 500.00 per month.
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Kodiak Island Borough, Alaska Ordinance No. FY2023-03
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44 2. Expenses of assembly members, other than transportation and per diem for approved
45 travel, incurred because of borough activities, may be reimbursed by the borough only
46 after approval by the assembly.
47 …
48
49 Effective Date: This ordinance takes effect retroactive to July 1, 2023.
50
51 ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
52 THIS DAY OF , 2022
53
54 KODIAK ISLAND BOROUGH
55
56 ATTEST:
57 ___________________________
58 William Roberts, Mayor ______________________________
59 Nova M. Javier, MMC, Borough Clerk
60
61 VOTES:
62 Ayes:
63 Noes:
AGENDA ITEM #14.C.2.
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KODIAK ISLAND BOROUGH
STAFF REPORT
JUNE 16, 2022
ASSEMBLY REGULAR MEETING
Kodiak Island Borough
SUBJECT: Ordinance No. FY2023-04 Amending Various Sections Of Title 2
Administration And Personnel, Chapter 2.100 Boards, Committees Relevant
To Appointments Of Borough Employees To Different Boards, Committees,
And Commissions
ORIGINATOR: Nova Javier, Borough Clerk
RECOMMENDATION:
Move to advance Ordinance No. FY2023-04 to public hearing at the next regular meeting of
the Assembly.
DISCUSSION:
The attached ordinance is presented at the request of Assembly members. This is to consider the
prohibition of borough employees from serving on borough boards, committees, and commission in
order to uphold, promote, and demand the highest standards of ethics from all of its employees and
officials.
This ordinance does not address elected officials or borough employees serving on service area
boards. KIBC 7.20.020 (C) authorizes employees on service area boards. KIBC 2.110.030 for the
Emergency Services Council includes a manager’s designee who may be an employee. This ordinance
is not intended to alter those provisions.
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
AGENDA ITEM #14.C.3.
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Kodiak Island Borough, Alaska Ordinance No. FY2023-04
Page 1 of 3
Introduced by: Borough Assembly 1
Drafted by: Borough Clerk and Attorney 2
Introduced on: 06/16/2022 3
Public Hearing Date: 4
Adopted on: 5
KODIAK ISLAND BOROUGH 6
ORDINANCE NO. FY2023-04 7
8
AN ORDINANCE OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH AMENDING 9
VARIOUS SECTIONS OF TITLE 2 ADMINISTRATION AND PERSONNEL, CHAPTER 2.100 10
BOARDS, COMMITTEES RELEVANT TO APPOINTMENTS OF BOROUGH EMPLOYEES TO 11
DIFFERENT BOARDS, COMMITTEES, AND COMMISSIONS 12
13
WHEREAS, it is the policy of the borough to uphold, promote, and demand the highest 14
standards of ethics from all of its employees and officials, whether elected, appointed, or hired; 15
and 16
17
WHEREAS, Borough officials and employees shall maintain the utmost standards of personal 18
integrity, truthfulness, honesty, and fairness in carrying out their public duties; avoid any 19
improprieties in their roles as public servants including the appearance of impropriety; and 20
21
WHEREAS, the Borough assembly feels that the proper operation of municipal government 22
requires all boards and commission members to remain independent, impartial and responsible 23
to the public; and 24
25
WHEREAS, currently, the Kodiak Island Borough has no regulation in place prohibiting borough 26
employees from serving on borough boards, committees, and commissions. 27
28
NOW, THEREFORE, BE IT ORDAINED BY THE ASSEMBLY OF THE KODIAK ISLAND 29
BOROUGH that: 30
31
Section 1: Sections 2, 3 and 4 of this ordinance are of a general and permanent nature and shall 32
become a part of the Kodiak Island Borough Code of Ordinances. 33
34
Section 2: That Section 2.100.030 Appointments of the Kodiak Island Borough Code of 35
Ordinances is amended to read as follows: 36
37
Section 2.100.030 Appointments 38
A. Members of boards, committees, and commissions, except for members of the board of 39
adjustment, members of the board of equalization, and elected service area board 40
members, are appointed by the mayor and confirmed by the assembly unless otherwise 41
specifically provided elsewhere in this code. 42
43
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B. An appointment not confirmed by the assembly shall not become effective. The mayor 44
shall appoint a new applicant until an appointment is confirmed by the assembly. The 45
mayor may not appoint again the same person whose confirmation was failed by the 46
assembly for the same board, committee, or commission until the next annual appointment 47
process unless authorized by the assembly. 48
C. Except specifically provided in a Borough ordinance or resolution, Borough employees 49
may not be appointed to, and are prohibited from serving on non-elected boards, 50
committees, or commissions in the Kodiak Island Borough including boards, committees, 51
and commissions that were jointly established with the City of Kodiak. Borough employees 52
may continue to serve as ex-officio members as provided in KIBC 2.100.170. 53
54
Section 3: That Section 2.105.010 Created—Membership (Planning and Zoning Commission) of 55
the Kodiak Island Borough Code of Ordinances is amended to read as follows: 56
57
Section 2.105.010 Created—Membership. 58
59
There is created pursuant to AS 29.40.020 a planning and zoning commission, which shall consist 60
of seven members appointed by the mayor subject to confirmation by the assembly, except that 61
a member from a home rule or first class city shall be selected from a list of recommendations 62
submitted by the council. Commission membership shall be apportioned so that the number of 63
members from home rule or first class cities within the borough reflects the proportion of borough 64
population residing within those cities. Commission membership shall be reapportioned according 65
to the fluctuation of population within the borough and its home rule and first class cities by 66
resolution of the assembly at the expiration of the terms of commission members. Borough 67
employees may be appointed to serve on the planning and zoning commission unless they are 68
employed by the community development department. Nothing in this section prevents the mayor 69
from appointing additional persons to serve in an advisory or ex officio capacity without regard to 70
apportionment of borough population. 71
72
Section 4: That Section 2.145.010 Created—Membership (Solid Waste Advisory Board) of the 73
Kodiak Island Borough Code of Ordinances is amended to read as follows: 74
75
Section 2.145.010 Created—Membership. 76
77
There is created a solid waste advisory board that shall consist of seven borough residents, 78
inclusive of the city of Kodiak, who represent a cross-section of the social and economic structure 79
of the community. Preferably, two out of the seven seats shall be designated to representatives 80
from the construction and retail business community. All members are appointed in accordance 81
with KIBC 2.100.030 and shall meet the qualifications of KIBC 2.100.040. Borough employees 82
may be appointed to serve on the solid waste advisory board unless they are employed by the 83
engineering and facilities department. There will be five nonvoting ex officio members, one of 84
which shall be an assembly member appointed by the mayor; one shall be a KIB staff member 85
appointed by the manager; one shall be a representative from the United States Coast Guard 86
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appointed by the base commanding officer; one city of Kodiak staff member appointed by the city 87
manager; and one high school student nominated by the Kodiak High School student council, 88
appointed by the mayor with a one-year term beginning April 30th. The student member shall be 89
exempt from the qualifications of KIBC 2.100.040(A). Each ex officio member may participate in 90
all discussions. 91
92
Section 5. Savings Provision: The changes implemented by this ordinance do not truncate 93
existing terms of office of any board, committee, or commission member. Any borough employee 94
who is a member of an appointed board, committee, or commission as of the effective date of this 95
ordinance may complete their current term. The amendments made by this ordinance shall only 96
apply to any board, committee, or commission appointment or reappointment made after the 97
effective date of this ordinance. 98
99
Effective Date: This ordinance takes effect upon adoption. 100
101
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH 102
THIS DAY OF , 2022 103
104
KODIAK ISLAND BOROUGH 105
106
ATTEST: 107
___________________________ 108
William Roberts, Mayor ______________________________ 109
Nova M. Javier, MMC, Borough Clerk 110
111
VOTES: 112
Ayes: 113
Noes: 114
AGENDA ITEM #14.C.3.
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KODIAK ISLAND BOROUGH
STAFF REPORT
JUNE 16, 2022
ASSEMBLY REGULAR MEETING
Kodiak Island Borough
SUBJECT: Ordinance No. FY2023-05 Amending The Kodiak Island Borough Code Of
Ordinances Title 7 Elections
ORIGINATOR: Nova Javier, Borough Clerk
RECOMMENDATION:
Move to advance Ordinance No. FY2023-05 to public hearing at the next regular meeting of
the Assembly.
DISCUSSION:
The last all-inclusive change to Title 7 was from May 2009. It is timely to review and revise the current
code and find ways to simplify and streamline the process. The Clerk's Office staff went through each
section in the entire Title 7 and proposed revisions. All the revisions were reviewed by the Borough
attorney to make sure that voter's rights are protected and all applicable statutes are followed.
The Borough Assembly reviewed the initial draft at the June 9, 2022, work session. Version 2 of the
ordinance is now presented with revisions that staff recognized that there may be Assembly consensus.
Comments are on the right hand side of the pages where changes have been made.
We are ever mindful of the rising cost of running an election. This code revision scrutinized various ways
of reducing costs by exploring other avenues of advertising and eliminating redundancy. This code also
takes into consideration that we are now subject with the Voting Rights Act, Section 203 and we are
going to be doubling our costs by advertising in English and in the Filipino language. There will or may
be costs associated also with translation services and pamphlet printing in Filipino.
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
Historical Amendments to the Elections Code
September 2021, Ordinance No. FY2022-05, KIBC 7.30.020 Precincts and Polling Places
May 2012, Ordinance No. FY2012-16, Portions of Title 7 (special needs, running for candidacy, hand
counting ballots, write-ins, Voting Rights Act)
August 2011, Ordinance No. FY2012-04, Candidate Qualifications
July 2020, Ordinance No. FY2021-11, Portions of Title 7 (ballot by-mail, youth workers, and early
voting)
November 2002, Emergency Ordinance No. FY2021-17 Election Pamphlet Making It Optional (non-
codified)
May 2009, Ordinance No. FY2009-19, Comprehensive Revision of Title 7 elections
AGENDA ITEM #14.C.4.
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Kodiak Island Borough, Alaska Ordinance No. FY2023-05
VERSION 2 Page 1 of 2
Introduced by: Borough Assembly 1
Drafted by: Borough Clerk 2
Introduced on: 06/16/2022 3
Public Hearing Date: 4
Adopted on: 5
KODIAK ISLAND BOROUGH 6
ORDINANCE NO. FY2023-05 7
8
AN ORDINANCE OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH AMENDING THE 9
KODIAK ISLAND BOROUGH CODE OF ORDINANCES TITLE 7 ELECTIONS 10
11
WHEREAS, the Kodiak Island Borough Clerk’s Office staff determined the need to revise 12
various sections to the Election Code to bring it into compliance with recent and existing laws, 13
reflect current best practices, and meet the present needs of the voters; and 14
15
NOW, THEREFORE, BE IT ORDAINED BY THE ASSEMBLY OF THE KODIAK ISLAND 16
BOROUGH that: 17
18
Section 1: This ordinance is of a general and permanent nature and shall become a part of the 19
Kodiak Island Borough Code of Ordinances. 20
21
Section 2: Title 7 of the Kodiak Island Borough Code of Ordinances is amended to read as 22
follows: 23
Title 7 24
ELECTIONS1, 2 25
Chapters: 26
7.10 General Provisions 27
7.20 Qualifications of Voters and Candidates 28
7.30 Procedures for Conduct of Elections 29
7.40 Canvassing and Certification of Election Returns 30
7.50 Absentee Voting 31
7.60 Election Pamphlet 32
7.70 Elections by Mail 33
1 For statutory provisions governing municipal elections, see AS 29.26; for provisions requiring 34
the assembly to prescribe the general rules for the conduct of municipal elections, see AS 35
29.26.010. 36
2 Editor’s note: Chapter 2.01 KIBC, adopted by Ord. 86-22-O and amended by Ord. 88-05-O 37
and Ord. 90-07, was renumbered and moved to KIBC Title 7 in January 1991 at the direction of 38
the clerk. 39
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Chapter 7.10 40
GENERAL PROVISIONS 41
Sections: 42
7.10.010 Incorporation of state and federal law. 43
7.10.020 Severability. 44
7.10.025 Propositions and questions. 45
7.10.030 Liquor sales permitted. 46
7.10.040 Administration of elections. 47
7.10.050 Time of election. 48
7.10.060 Notice of elections. 49
7.10.070 Election expenses. 50
7.10.080 Election supplies and equipment. 51
7.10.090 Preservation of election ballots, papers, and materials. 52
7.10.100 Definitions. 53
7.10.010 Incorporation of state and federal law. 54
All provisions of the Constitution of the United States, the Constitution of the sState of Alaska and 55
any laws pursuant to said Constitution affecting borough elections are incorporated in this chapter 56
as if fully set out in this chapter. 57
7.10.020 Severability. 58
If any provision of this title or its application to any person or set of circumstances is held invalid, 59
the remainder of the chapter or its application to other persons or circumstances shall not be 60
affected. 61
7.10.025 Propositions and questions. 62
An ordinanceassembly action placing propositions and questions before the voters must be 63
adopted not later than 53 60 calendar days before a regular or special election, or 60 calendar 64
days before a special election. 65
7.10.030 Liquor sales permitted. 66
The provisions of AS 4.16.070(a) do not apply in the borough when elections are being held. 67
Commented [NJ1]: Fixed wording to make the 60 day
requirement clear that it is applicable for both regular and
special elections.
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7.10.040 Administration of elections. 68
A. In this title, the assembly has prescribed the general rules for the conduct of borough 69
elections. This title shall be liberally interpreted, so as to accomplish the purposes set forth. 70
B. The clerk, in accordance with the provisions of this title, shall administer all borough elections. 71
C. At the advisce of the Director of Census, Tthe clerk ensures that the borough complies with 72
the Section 203 of the U.S. Voting Rights Act to make sure that minority-speaking residents are 73
able to exercise their right to vote. Preclearance shall be obtained from the Department of Justice 74
prior to holding a special election, as required by the Federal Voting Rights Act. 75
7.10.050 Time of election. 76
A. Regular elections shall be held on the first Tuesday in October each year. 77
B. All elected officials of the borough shall be elected at the regular election in such years as 78
their respective terms of office expire. 79
C. The polls shall be open in each precinct for the purpose of voting in accordance with the 80
established state hours for the election. 81
D. Initiative and Referendum Elections. The provisions in AS 29.26.170 shall apply for initiative 82
elections and AS 29.26.180 for referendum elections. 83
7.10.060 Notice of elections. 84
A. The clerk shall post publish a notice of each regular or special election in three public places 85
and publish at least twice in one or more newspapers of general circulation in the borough, the 86
first such publication to be accomplished at least 30 days prior to the election. For special 87
elections, the first such publication is to be accomplished at least 20 days prior to the election. 88
The clerk shall give such other notice to the public as may be required by resolution of the 89
assembly. 90
B. Each notice of election shall include: 91
1. The type of election, regular or special; 92
2. The date of the election; 93
3. The hours the polls will be open; 94
4. The offices to which candidates are to be elected; 95
5. The subjects of propositions and questions to be voted upon; 96
6. Voter qualifications and instructions for registration; 97
Commented [NJ2]: Inserted the word “special” to make
the “at least 30 days prior” applicable to regular and special
elections.
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7. Instruction for absentee voting, early voting, and voting by-mail; and 98
8. Location of precinct polling places. 99
C. At least one day before the election, the clerk shall publish in a newspaper of general 100
circulation and post in at least three public places in the borough sample ballots with instructions 101
to voters. Sample ballots shall be substantially similar to the official ballots and shall be marked 102
“sample ballot” in place of the words “official ballot.” 103
CD. Before a general obligation bond issue election, the clerk shall publish notice of the 104
borough’s total existing bonded indebtedness at least once a week for three consecutive weeks. 105
The first notice shall be published at least 20 calendar days before the date of the election. The 106
notice shall be published in a newspaper of general circulation in the borough or, if there is no 107
newspaper of general circulation distributed in the borough, posting in three public places for at 108
least five days. The notice shall state: 109
1. The current total general obligation bonded indebtedness, including authorized but 110
unsold bonds of the borough; 111
2. The cost of the debt service on the current indebtedness; and 112
3. The total assessed valuation of property in the borough. 113
7.10.070 Election expenses. 114
A. The borough shall pay all necessary election expenses relating to the conduct of borough 115
elections., including those of securing polling places and providing ballot boxes, ballots, voting 116
booths or screens, national flags, and other supplies and any wages to election officials unless 117
otherwise provided by this code. 118
B. The borough shall pay each election officialboard member and canvass board the hourly rate 119
provided for similar election officials for state elections for the time spent at their election duties, 120
including the receiving of instructions. 121
C. Where there is no comparable rate for state election officials for state elections, early 122
and absentee voting officials shall be compensated at a rate determined by the clerk to 123
be commensurate with the duties as compared to other election officials. 124
7.10.080 Election supplies and equipment. 125
A. The clerk shall furnish to the election board of each precinct a precinct register and shall equip 126
and supply each polling place with sufficient materials for that precinct’s election, including those 127
materials required by this section. 128
Commented [NJ3]: Spells out how to publish in AS
29.71.800. This statement is to match the state definition.
If further changes need to be made, those can be done at the
meeting.
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B. The clerk shall prepare instructions explaining to voters how to obtain ballots, how to mark 129
them, and how to obtain new ballots to replace those destroyed or spoiled. These instructions 130
shall be distributed to the election boards to be prominently displayed in each polling place. The 131
clerk shall provide booths at each polling place with appropriate supplies and conveniences to 132
enable each voter to mark the voter’s ballot screened from observation. Ballot boxes shall be 133
placed outside the voting booths in plain view of the election officials, voters, and other persons 134
at the polling place. 135
7.10.090 Preservation of election ballots, papers, and materials. 136
The clerk shall preserve all precinct election materials certificates, tallies, precinct registers, 137
receipts for ballots, all voted ballots, and declarations of candidacy filed as set by the records 138
retention schedule resolution. These materials may be destroyed after their retention period has 139
lapsed unless an application for a recount has been filed and not completed, or unless their 140
destruction is stayed by an order of the court. Certificates of the canvass board are to be 141
preserved as permanent records. 142
7.10.100 Definitions. 143
In this chapter, unless the context requires otherwise: 144
“Clerk” means the borough clerk or any properly authorized assistant or designee; 145
“Days” includes weekends and holidays; 146
“Election” includes any regular or special election of the borough; 147
“Election officials” means the clerk or the clerk’s designee, election judges, election clerks, 148
receiving/counting team, early and absentee voting officials, and canvassing boards; 149
“Election supervisor” means the clerk; 150
“Oath” includes affirmation; 151
“Precinct” means the territory established by the state; 152
“Proposition” includes question; 153
“Publishcation” means a newspaper of general circulation or posting in public places; 154
“Qualified voter” means any voter who: 155
1. Is a citizen of the United States; 156
2. Is 18 years of age or older; 157
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3. Has been a resident of the sState of Alaska and of the borough for at least 30 days 158
just before the election; 159
4. Has registered at least 30 days before the election as required by AS 15.07 and is not 160
registered to vote in another jurisdiction; and 161
5. Is not disqualified under Article V of the State Constitution; 162
“Regular election” means a general election to fill assembly offices as required by KIBC 163
7.10.050(B); 164
“Special election” means any election held at a time other than when a regular election is held; 165
“Swear” includes affirm; and 166
“Voter” means a person who presents oneself for the purpose of voting, either in person or by 167
absentee ballot. 168
Chapter 7.20 169
QUALIFICATIONS OF VOTERS AND CANDIDATES 170
Sections: 171
7.20.010 Qualifications of voters. 172
7.20.015 Rules for determining residence of voter. 173
7.20.020 Candidate qualifications. 174
7.20.030 Declaration of candidacy. 175
7.20.035 Public official financial disclosure statements. 176
7.20.040 Corrections, amendments, and withdrawal of declaration of candidacy. 177
7.20.010 Qualifications of voters. 178
A. A person is qualified to vote in borough-wide elections who: 179
1. Is a citizen of the United States; 180
2. Is 18 years of age or older; 181
3. Has been a resident of the borough and the precinct in which the person seeks to vote 182
for at least 30 days preceding the election; 183
4. Is registered to vote in state elections at a residence address within a municipality at 184
least 30 days before the election at which the person seeks to vote; 185
5. Has registered before the election as required under AS 15.07 and is not registered to 186
vote in another jurisdiction; and 187
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6. Is not disqualified under Article V of the State Constitution. 188
B. A person is qualified to vote in a service area election if the person meets the requirements 189
of subsection A of this section and has been a resident of the service area in which the person 190
seeks to vote for at least 30 days immediately preceding the election. 191
C. If a voter’s polling place is in question, a voter shall be allowed to vote and any election official 192
shall consider the ballot as a questioned ballot. 193
7.20.015 Rules for determining residence of voter. 194
For the purpose of determining residence for voting, the place of residence is governed by the 195
following rules: 196
A. The residence of a person is that place in which habitation is fixed and to which, whenever 197
the person is absent, the person has intention to return. If a person resides in one place but does 198
business in another, the former is the person’s place of residence. There can only be one 199
residence. 200
B. A person does not gain or lose residence solely by reason of the person’s presence while 201
employed in the service of the United States or of this state, or while a student of an institution of 202
learning, while in an institution or asylum at public expense, or while confined in a public prison 203
or while residing upon an Indian or military reservation. 204
C. No member of the armed forces of the United States, the person’s spouse or dependent is a 205
resident of this state solely by reason of being stationed in the state. 206
D. A person does not lose residence if the person leaves home and goes to another country, 207
state, or place in this state for temporary purposes only and with the intent of returning. 208
E. A person does not gain a residence in a place to which the person’s comes without a present 209
intent to establish a permanent dwelling there. 210
F. A person loses residence in this state if the person votes in another state’s election, either in 211
person or by absentee ballot, and will not be eligible to vote in this state until again qualifying 212
under AS 15.05.010 and this chapter. 213
G. The term of residence is computed by including the day on which the person’s residence 214
commences and by excluding the day of the election. 215
7.20.020 Candidate qualifications. 216
A. Candidates for mayor, assembly, and school board must be qualified voters of the borough 217
and residents of the borough for one year at the time of filing. 218
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B. A person may not serve simultaneously as mayor and as a member of the assembly, as 219
mayor and a member of the school board, or as a member of the assembly and member of the 220
school board. 221
C. No elected official of the borough, except members of service areas boards, may hold any 222
other compensated borough office or borough employment, or elected position in the state or 223
federal government, while in office. 224
D. No person shall be a candidate for more than one assembly seat at any election. 225
E. Candidates for service area boards must be qualified voters of the borough and residents of 226
the service area for at least 30 days immediately preceding filing for office. 227
F. Candidates shall provide proof that they are eligible, or shall be eligible by the date of the 228
election, to be recognized as a candidate for any election. 229
G. Write-in candidates for mayor, assembly, and school board shall file an Alaska Public Offices 230
Commission (APOC) official financial disclosure statement with the clerk as required by the 231
provisions of AS 39.50. 232
7.20.030 Declaration of candidacy. 233
A. At least 75 days before each regular election, the clerk shall publish in one or more 234
newspapers of general circulation in the borough a notice of offices to be filled at the election and 235
the procedure for filing a declaration of candidacy. 236
B. Packets containing declarations of candidacy shall be available from the clerk’s office no later 237
than the day the filing period opens. Declarations of candidacy shall be submitted in original form 238
and may be submitted electronically; provided, that the original is received by the clerk before the 239
close of the filing period. 240
C. A declaration of candidacy shall be in a form provided by the clerk and shall state the 241
following: 242
1. The full name of the candidate, and the manner in which the candidate wishes the 243
candidate’s name to appear on the ballot; 244
2. The full residence and mailing addresses of the candidate; 245
3. The office for which the candidate declares; 246
4. That the candidate is qualified for the office as provided by law; 247
5. The date and notarized statement of the candidate. If a notary public is not available, 248
a postmaster may attest the statement instead of a notary; 249
6. The candidate shall certify information contained in the declaration of candidacy is true 250
and accurate; 251
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7. Any other information that the clerk reasonably requires to determine whether the 252
candidate is qualified for the office as provided by law; and 253
8. The declaration of candidacy must be signed by 10 qualified voters of the borough. 254
D. Filing for elective offices shall be made by filing a declaration of candidacy with the clerk from 255
8 am to 4 pm during weekdays from August 1st through August 15th, 4:30 p.m. Should August 256
15th fall on a Saturday or Sunday, candidates shall have until 4:30 p.m. 3 p.m. on the first Monday 257
following to file their declaration. 258
E. Declarations of candidacy may be filed with the clerk by electronic transmission and the 259
original signed and notarized statement must be delivered to the clerk by the close of the filing 260
period. If the original is not received by the clerk at the close of the filing period, the candidate’s 261
name shall not appear on the ballot. 262
F. Within four business days after filing a declaration of candidacy, the clerk shall notify the 263
candidate as to whether it is in proper form. If not, the clerk shall immediately return the declaration 264
of candidacy to the candidate with a statement certifying how the nominating petition is deficient. 265
7.20.035 Public official financial disclosure statements. 266
Candidates for elective borough office and declared write-in candidates shall file an Alaska Public 267
Offices Commission (APOC) official financial disclosure statement with the clerk as required by 268
the provisions of AS 39.50 at the time of filing a declaration of candidacy. The name of the 269
candidate shall be placed on the ballot by the clerk only after the candidate has complied with this 270
requirement. This subsection does not apply to candidates for service area boards. 271
7.20.040 Corrections, amendments, and withdrawal of declaration of candidacy. 272
A. Any candidate may correct, amend, or withdraw the candidate’s declaration of candidacy at 273
any time during the period for filing nominating petitions by appropriate written notice to the clerk. 274
However, after the filing has closed, no declaration of candidacy may be corrected, amended, or 275
withdrawn. 276
B. If a person chooses to run for a different seat, a declaration of candidacy for that seat shall 277
be filed with the clerk’s office. A declaration of candidacy for a particular seat may not be 278
substituted for another office or seat. 279
Chapter 7.30 280
PROCEDURES FOR CONDUCT OF ELECTIONS 281
Sections: 282
7.30.010 Election officials. 283
Commented [NJ4]: Changed from noon to 3 p.m.
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7.30.020 Precincts and polling places. 284
7.30.025 Voting By-mail precincts. 285
7.30.030 Ballots – Form. 286
7.30.035 Ballots – use of alternate ballots. 287
7.30.040 Ballots – Distribution. 288
7.30.050 Voting devices and machines. 289
7.30.060 Voting procedures at the polls. 290
7.30.070 Questioned votes. 291
7.30.080 Disposition of questioned votes. 292
7.30.090 Unused ballots. 293
7.30.100 Official closing of polls. 294
7.30.110 General procedure for ballot count. 295
7.30.120 Rules for counting ballots in hand count precincts. 296
7.30.125 Write-in votes. 297
7.30.130 Receiving team. 298
7.30.010 Election officials. 299
A. The assembly shall appoint at least three election officials in each precinct to constitute the 300
election board of that precinct. The clerk is the election supervisor. One election official shall be 301
designated as chair and shall be ordinarily responsible for administering the election in that 302
precinct. The clerk may appoint additional election officials at any polling place where they are 303
needed to conduct an orderly election and to relieve other election officials of undue hardship. 304
The clerk may appoint persons aged 16 or older as additional election officials if they meet the 305
requirements to serve in the Youth Vote Ambassador Program under AS 15.10.108. Any person 306
so appointed serves under the supervision of the precinct board chair. 307
B. All election officials should attend a training session unless personally and specifically 308
excused for cause by the clerk. If any appointed election official is not able to or refuses to serve 309
on election day, the clerk may appoint a replacement for that official. 310
C. Except for duly qualified persons 16 to 18 years old appointed under subsection A of this 311
section, each election official serving at a precinct polling place must be a qualified voter and, if 312
possible, a resident within the precinct for which appointed. 313
D. All election officials, before entering upon their duties, must subscribe to the oath required of 314
all public officers by the Constitution of the sState of Alaska in the manner prescribed by the clerk. 315
E. Candidates shall not serve as election officials. Certain familial relationships may not exist 316
between a candidate and a precinct election official, member of a ballot receiving/counting team 317
or canvass board in regular or special elections. Those familial relationships are: 318
1. Mother, mother-in-law, stepmother; 319
2. Father, father-in-law, stepfather; 320
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3. Sister, sister-in-law, stepsister; 321
4. Brother, brother-in-law, stepbrother; 322
5. Spouse; or 323
6. Person sharing the same living quarters. 324
F. If the clerk knows or learns that any of these relationships exist, the precinct election official 325
shall be notified and replaced. 326
7.30.020 Precincts and polling places. 327
A. The precincts established by the sState of Alaska and set forth in the Alaska Administrative 328
Code shall be the precincts for all elections. The clerk shall secure a polling place for each in-329
person voting precinct for each election. Whenever practicable, the polling place shall be located 330
within the precinct. 331
B. No later than 230 days before each regular and special election, the clerk shall publish in one 332
or more newspapers of general circulation in the borough the locations of the precinct polling 333
places. Such publication shall be repeated at least once no later than the day prior to the election. 334
C. If a declaration of a disaster or emergency has been issued by the President of the United 335
States, the Governor of Alaska, or the emergency services council (KIBC 2.110.030) which 336
includes areas within the Kodiak Island Borough, precincts where the voter turnout was less than 337
100 voters at the last regular election may be designated as “ballot by-mail” precincts by resolution 338
of the assembly. In those precincts, election officials need not be appointed. In “ballot by-mail” 339
precincts the procedures outlined in Chapter 7.70 KIBC shall be followed as modified by the 340
resolution designating the precinct a “ballot by-mail” precinct as needed to accommodate the 341
restrictions created by the declared disaster or emergency. Voters in a “ballot by-mail” precinct 342
wishing to vote early or absentee in person may do so at any designated early voting or absentee 343
voting site. Any precinct designated as a “ballot by-mail” precinct in accordance with the 344
provisions of this subsection will remain a “ballot by-mail” precinct until such time as declared 345
disaster or emergency status has been lifted. 346
347
7.30.025 Voting by-mail precincts. 348
A. Precincts where the voter turnout was less than 75 voters at the last regular election may be 349
designated as absentee by-mail precincts by resolution of the assembly. In those precincts, no 350
precinct election board shall be appointed. 351
B. The borough clerk shall send a ballot to each person whose name appears on the official 352
voter registration list prepared under AS 15.07.125 for that election. The ballot shall be 353
accompanied by instructions on how the ballot must be voted, the oath and affidavit envelope 354
completed, and ballot returned in order to be counted. The ballot shall be sent to the address 355
Commented [NJ5]: Changed this from 20 to 30 days to
make it consistent with the other ads.
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stated on the official registration list unless the voter has notified the borough clerk in writing of a 356
different address to which the ballot should be sent or the address on the official registration list 357
has been identified as being an undeliverable address. The borough clerk shall send ballots by 358
first-class, nonforwardable mail on or before the fifteenth day before the election. 359
C. Upon receipt of a by-mail ballot, the voter shall cast the ballot in the manner specified in KIBC 360
7.50.050(C) and (D). The voted by-mail ballot must be either delivered to an election official before 361
the time set for in person absentee votes to be cast, or postmarked on or before midnight of 362
election day and received by the clerk no later than the Tuesday following the election by 5 p.m. 363
Ballot envelopes received after that time shall not be opened but shall be marked “rejected,” with 364
the date of receipt noted thereon, and shall be preserved as set by the records retention schedule. 365
The canvass board shall review voted by-mail ballots under this section using the established 366
procedures for the review of absentee ballots. 367
D. A voter who does not receive a by-mail ballot or any voter wishing to vote absentee in-person 368
or early vote in person may do so at any designated absentee or early voting site. 369
E. The borough clerk may appoint election officials in Akhiok, Chiniak, Karluk, Larsen Bay, Old 370
Harbor, Ouzinkie, and Port Lions who are willing and able to serve as absentee voting officials. 371
Absentee voting officials serving under this section shall be compensated at a rate determined by 372
the clerk to be commensurate with the duties as compared to other election officials. The duties 373
of the absentee voting officials shall be as follows: 374
1. Provide absentee voting in person and personal representative voting on any date 375
including the day of the election. 376
2. Sign a voter’s by-mail oath and affidavit envelope as an authorized attesting official, 377
except that the absentee voting official may not attest his or her own ballot. 378
3. Accept receipt of a by-mail voter’s hand-delivered ballot, which has been sworn to, 379
attested and sealed in the by-mail return envelope. 380
4. Provide general voter assistance, including, but not limited to, assistance to a qualified 381
voter who cannot read, mark the ballot, or sign his name, and providing replacement 382
ballots to voters who have improperly marked or damaged their ballots. 383
5. Receive ballots, provide for the security and safekeeping of all ballots received and return 384
those ballots to the borough clerk for canvassing. The borough clerk will specify the 385
means of returning the voted ballots and all other election supplies to the borough. 386
F. Any precinct designated as a voting by mail precinct in accordance with the provisions of 387
subsection A of this section will remain a voting by mail precinct until such time as the voting by 388
mail status is removed by resolution of the assembly. 389
7.30.030 Ballots – Form. 390
The clerk shall prepare all official ballots to facilitate fairness, simplicity, and clarity in the voting 391
procedure, to reflect most accurately the intent of the voter, and to expedite the administration of 392
elections. The following directives shall be followed when applicable: 393
A. The clerk shall determine the size of the ballot, the type of print, necessary additional 394
instructions to voters, and other similar matters of form not provided by law. 395
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B. The clerk may contract for the preparation of ballots, instructions to voters, and other similar 396
matters of form not provided by law without obtaining competitive bids. 397
C. Ballots shall be prepared in the manner prescribed by law for state elections, insofar as such 398
prescription is applicable to nonpartisan elections. The ballots shall be numbered in series to 399
assure simplicity and secrecy and to prevent fraud, the number being placed in an area set off by 400
perforations for ease of removal. 401
D. All candidates to the same office shall be shown on one ballot. The title of each office to be 402
filled shall be followed by the printed names of all candidates for that office, and provisions shall 403
be made for write-ins equal in number to the positions to be filled. The names of candidates shall 404
be printed as they appear upon the declaration of candidacy except that any honorary or assumed 405
title or prefix shall be omitted. The words “Vote for not more than ______,” with the appropriate 406
number replacing the blank, shall be placed before the lists of candidates for each office. 407
Candidate names shall be listed in the order that candidacy declarations are filed. Names of 408
candidates shall appear on the ballot with the position of names of the candidates set out in the 409
same order in each section on each ballot used as prescribed in Alaska Statutes for state 410
elections. However, the order of placement of the names of the candidates for each office shall 411
be randomly determined by the clerk for ballots printed for use. 412
E. Following the offices and candidates, there shall be placed on the ballot or on separate ballots, 413
as the clerk may determine, all propositions or questions to be voted on. The words “YES” and 414
“NO” shall be placed below the statement of each proposition or question. The clerk shall 415
determine the number of ballots to be used to present all offices, propositions, and questions to 416
the qualified voter. 417
F. Each ballot shall bear the words “Official Ballot” and the date of the election. 418
G. The clerk shall have printed and available at each polling place, on election day and in the 419
clerk’s office preceding the election, sample ballots for each election. 420
421
7.30.35 Ballots – use of alternate ballots. 422
A. Under no circumstance shall any voting location close due to ballot shortage. Election 423
officials shall monitor the ballot supply throughout election day and apprise the clerk of any 424
projected shortage in the number of available ballots. Upon being informed by an election official 425
that there is a projected shortage of ballots at a voting location, the clerk shall promptly supply 426
the voting location with additional printed ballots. If printed ballots are not available, the clerk shall 427
promptly supply alternate ballots which shall be processed as provided in subsections B through 428
E of this section. Alternate ballots shall not be used if printed ballots are available at the polling 429
place. Alternate ballots shall be provided in stacks of 25 ballots and numbered in series to assure 430
simplicity and secrecy and to prevent fraud. 431
432
B. Voters whose names appear on the precinct register shall sign the precinct register and 433
be given an alternate ballot. The election official shall mark the precinct register in a manner 434
designated by the clerk to show that the voter received an alternate ballot. The voter shall vote 435
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the alternate ballot and shall place the ballot in the side compartment of the ballot box or in a 436
designated box or envelope provided by the clerk. 437
438
C. If a voter is not on the precinct register or the voter’s qualification to vote is questioned as 439
provided in Section 7.30.070, the voter shall vote a questioned alternate ballot. The election 440
official shall mark the questioned voter register in a manner designated by the clerk, to show the 441
voter received an alternate ballot. The voter shall be given an alternate ballot and shall vote the 442
ballot as provided in Section 7.30.070. 443
444
D. A personal representative shall be given an alternate ballot and shall complete the process 445
for personal representative voting with the voter as provided in Section 7.50.040. 446
447
E. Alternate ballots shall be accounted for following the general procedure for ballot count in 448
KIBC 7.30.110. Alternate ballots shall be counted manually by the election board in the hand 449
count precincts following KIBC 7.30.120 or by the canvass board for precincts where voting 450
machines are used. 451
452
7.30.040 Ballots – Distribution. 453
A. The clerk shall have possession of the ballots at least 15 days before each regular election. 454
At that time, the ballots may be inspected by any candidate whose name is on the ballot, or the 455
candidate’s authorized agent, and any mistake discovered shall be corrected immediately. 456
Sufficient ballots for each precinct shall be delivered to the election board for that precinct. 457
B. The ballots shall be delivered in a separate sealed package, with the number of ballots 458
enclosed clearly marked on the outside of the package. A receipt shall be taken for the election 459
board member to whom each package is delivered in person or by mail. 460
7.30.050 Voting devices and machines. 461
Voting devices and machines will be used for all regular and special elections unless determined 462
not to be practical by the clerk. All necessary supplies for the assistance of voters, such as sample 463
ballots, instructions, booths, etc., shall be provided. 464
7.30.060 Voting procedures at the polls. 465
A. Before issuing any ballots, the election board must, in the presence of any persons assembled 466
at the polling place, open and exhibit the ballot box to be used at the polling place as empty. The 467
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ballot box then shall be closed and shall not be opened again or removed from the polling place 468
until the polls have closed. 469
B. The election official shall keep a precinct register in which each voter, before receiving a 470
ballot, shall sign the voter’s name. By signing the register, the voter declares that the voter is 471
qualified to vote. If a voter signs the precinct register and then leaves the polling place without 472
voting or votes a questioned ballot, the election official shall cross the voter’s name off the precinct 473
register and make a note next to the name that the voter did not vote. If a voter’s polling place is 474
in question, a voter shall be allowed to vote a questioned ballot. 475
C. Before being allowed to vote, each voter shall exhibit to an election official one form of 476
identification listed on the “Have ID” poster from the state. An election official may waive the 477
identification requirement if the official knows the identity of the voter, except when “Must Show 478
ID” is printed in the signature block above the voter’s name. The ID requirement for this voter may 479
not be waived. A voter who cannot exhibit a required form of identification shall be allowed to vote 480
a questioned ballot. 481
D. When the voter is qualified to vote, the election official shall give the voter an official ballot. 482
The voter shall retire to a booth or private place to mark the ballot. The ballot must be voted at 483
the polling place and no ballot may be removed from the polling place until the election officials 484
have completed their post- election duties. 485
E. A qualified voter who cannot read and mark the ballot, or sign the register, may request an 486
election official, a person, or not more than two persons, chosen by the voter, to provide 487
assistance. Upon the voter’s request, the election official shall provide the assistance. If any other 488
person is requested, that person shall state upon oath before the election official that the person 489
shall not divulge the vote cast by the voter. Intoxication shall not be regarded as a physical 490
disability, and no intoxicated person should receive assistance in marking that voter’s ballot. 491
F. If a voter improperly marks or otherwise damages a ballot, the voter shall return it to the 492
election officials, concealing the manner in which it is marked from view, and shall request a new 493
ballot. The election officials shall destroy the spoiled ballot after having recorded it in the spoiled 494
ballot accountability statement and shall issue a new ballot to the voter. The destroyed ballot 495
should be kept and stored in the spoiled ballots envelope. A voter may only be issued up to two 496
replacement ballots. No voter should receive more than three ballots. 497
7.30.070 Questioned votes. 498
A. Every election official shall question, and any qualified voter may question a person 499
attempting to vote if the questioner has good reason to suspect that the questioned person is not 500
qualified to vote under KIBC 7.20.010. All questions regarding a person’s qualifications to vote 501
shall be made in writing setting out the reason the person has been questioned. A questioned 502
person, before voting, shall fill out the questioned ballot oath and affidavit envelope and subscribe 503
to an oath and sign the affidavit on the form. After the questioned person has taken the oath and 504
signed the affidavit, the person may vote. If the questioned person refuses to take the oath or sign 505
the affidavit, the person may not vote. 506
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B. If a voter’s polling place is in question, the voter shall be allowed to vote by filling out a 507
questioned ballot oath and affidavit envelope. 508
7.30.080 Disposition of questioned votes. 509
A voter who casts a questioned ballot shall vote the ballot in the same manner as prescribed for 510
other voters. After the election official removes the numbered stub from the ballot, the voter shall 511
insert the ballot into a small gray envelope, seal it, and put the gray envelope in the questioned 512
ballot oath and affidavit envelope. These questioned ballot oath and affidavit envelopes shall be 513
sealed and deposited in the ballot box. When the ballot box is opened, these envelopes shall be 514
counted (unopened) and compared to the voting list, segregated, and delivered to the clerk for 515
delivery to the canvass board. The election canvass board shall review and judge the applicability 516
of all questioned ballots. 517
7.30.090 Unused ballots. 518
The numbers of all ballots not issued shall be recorded and returned to the clerk. The numbers of 519
ballots spoiled by voters and replaced by election officials shall also be recorded. The record of 520
ballots not issued and ballots spoiled and replaced shall be preserved as set by the records 521
retention schedule resolution. 522
7.30.100 Official closing of polls. 523
Fifteen minutes before closing the polls, the time remaining before such closure shall be 524
proclaimedannounced by an election official. When the polls are closed for the purposes of voting, 525
that fact shall likewise be proclaimed announced and thereafter no ballot shall be issued except 526
to those voters who were present and waiting their turn to go through the voting procedure at the 527
time prescribed for closing the polls. Failure to make the announcement at 15 minutes before 528
closing time shall not in any way invalidate the election or extend the time for closing of the polls. 529
7.30.110 General procedure for ballot count. 530
A. The clerk shall prescribe the manner in which the precinct ballot count is accomplished so as 531
to ensure accuracy in the count and to expedite the process. The election officials shall account 532
for all ballots, including alternate ballots, by completing a ballot accountability statement 533
containing (1) the number of official ballots received; (2) the number of official ballots voted; (3) 534
the number of official ballots spoiled; (4) the number of official ballots unused and either destroyed 535
or returned for destruction to the clerk. The election officials shall count the number of questioned 536
ballots and personal representative ballots and compare theat numbers to the number of 537
questioned voters in the registers. Discrepancies shall be noted and explained to the best of the 538
election official’s ability in writing for delivery to the borough clerk. The election board, in hand-539
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count precincts, shall count the ballots in a manner that allows watchers to see the ballots when 540
opened and read. 541
B. The election board shall sign the final results tape. No less than two members of the election 542
board shall transport the election equipment and materials to the election supervisor. 543
C. Precinct Bballots may not be counted before 8 p.m., local time, on the day of the election. 544
7.30.120 Rules for counting ballots in hand count precincts. 545
A. The election board shall perform a hand count for ballots: in precincts where the optical scan 546
and other computer-read or electronic ballot counting equipment are not used,; in precincts where 547
alternate ballots have been cast and must be hand counted; or in elections where write-in votes 548
shall be tallied in accordance with KIBC 7.30.110 and 7.30.125. The election board, in hand count 549
precincts, shall count the ballots in a manner that allows watchers to see the ballots when opened 550
and read. 551
1. A voter may mark a ballot only by filling in, making “X” marks, diagonal, horizontal, or 552
vertical marks, solid marks, stars, circles, asterisks, checks, or plus signs that are clearly 553
spaced in the oval opposite the name of the candidate, proposition, or question that the 554
voter desires to designate. 555
2. A failure to properly mark a ballot as to one or more candidates does not itself 556
invalidate the entire ballot. 557
3. If a voter marks fewer names than there are persons to be elected to the office, a vote 558
shall be counted for each candidate properly marked. 559
4. If a voter marks more names than there are persons to be elected to the office, the 560
votes for candidates for that office may not be counted. 561
5. The mark specified in subsection (A)(1) of this section shall be counted only if it is 562
substantially inside the oval provided, or touching the oval so as to indicate clearly that 563
the voter intended the particular oval to be designated. 564
6. Improper marks on the ballot may not be counted and do not invalidate marks for 565
candidates properly made. 566
7. An erasure or correction invalidates only that section of the ballot in which it appears. 567
8. Write-in votes are not invalidated by writing in the name of a candidate whose name 568
is printed on the ballot unless the election board determines, on the basis of other 569
evidence, that the ballot was so marked for the purpose of identifying the ballot. 570
9. In order to vote for a write-in candidate, the voter must write in the candidate’s name 571
in the space provided and fill in the oval opposite the candidate’s name in accordance with 572
subsection (A)(1) of this section. 573
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10. Stickers bearing the candidate’s name may not be used on the ballot. 574
B. The rules set out in this section are mandatory and there shall be no exceptions to them. A 575
ballot may not be counted unless marked in compliance with these rules. 576
7.30.125 Write-in votes. 577
A. Write-in votes shall not be tallied except: 578
1. If a the person running as a write-in candidate has, at least before 53 p.m. seven of 579
the days before the election, filed a declaration of write-in candidacy on a form provided 580
by the clerk stating that he or she is they are willing to assume the office if elected and 581
haves also filed a completed public officials financial disclosure statement with the 582
borough clerk if applicable; and 583
2. If the total number of write-in votes for an office exceeds the smallest number of votes 584
cast for a candidate for that office whose name is printed on the ballot. 585
B. In order to vote for a write-in candidate, the voter must, in the space provided, write in the 586
candidate’s name as the candidate’s name appears on the candidate’s declaration of write-in 587
candidacy filed with the borough clerk. In addition, the voter must mark the square or oval opposite 588
the candidate’s name in accordance with KIBC 7.30.120(A)(1). Stickers shall not be used. 589
C. Write-in votes are not invalidated by writing in the name of a candidate whose name is printed 590
on the ballot unless the election board determines, on the basis of other evidence, that the ballot 591
was so marked for the purpose of identifying the ballot. 592
D. If votes for write-in candidates are counted at the precinct level, election workers shall set 593
aside any ballots which contain any abbreviation, misspelling, or other minor variation in the form 594
of the name of a write-in candidate and forward those ballots to the canvass board for review and 595
determination. The canvass board shall review such ballots and shall disregard any misspelling, 596
or other minor variation in the form of the name of a write-in candidate, if the intention of the voter 597
can be ascertained. 598
E. In order to be elected, a write-in candidate must receive the number of votes required by this 599
chapter. 600
7.30.130 Receiving team. 601
A. Before each election, the assembly shall appoint at least three qualified voters, who shall 602
constitute the receiving team. 603
B. The receiving team shall receive all ballots, election materials, supplies, etc., from the precinct 604
election officials on election night. 605
Commented [NJ6]: Made this consistent with the 3 p.m.
for regular candidacy period.
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Chapter 7.40 606
CANVASSING AND CERTIFICATION OF ELECTION RETURNS 607
Sections: 608
7.40.010 Canvass of returns. 609
7.40.020 Certification of the election. 610
7.40.025 Simple majority – Votes required for election to office. 611
7.40.030 Election recounts. 612
7.40.040 Contest of election. 613
7.40.010 Canvass of returns. 614
A. Before each election, the assembly shall appoint at least three qualified voters, who shall 615
constitute the election canvass board for that election. All members of the election canvass board, 616
before entering upon their duties, must subscribe to the oath required of all public officers by the 617
Constitution of the sState of Alaska in the manner prescribed by the clerk. 618
B. On the day following each election or as soon as is practicable, the election canvass board 619
shall meet in public session and canvass all election returns. The canvass may be postponed for 620
cause from day to day, but there shall be no more than three such postponements. In full view of 621
those present, the election canvass board shall judge the applicability of absentee, early voting, 622
by-mail, questioned, and personal representatives, shall open and tally those accepted and shall 623
compile the total votes cast in the election. The canvass of the ballot vote counted by precinct 624
election boards shall be accomplished by reviewing the tallies of the recorded vote to check for 625
mathematical error by comparing totals with the precinct’s certificate of results. All obvious errors 626
found by the election canvass board in the transfer of totals from the precinct tally sheets to the 627
precinct certificate of returns shall be corrected in the canvass board certificate of election returns 628
and reported to the assembly as having been corrected. If in the opinion of the canvass board a 629
mistake has been made in precinct returns which is not clearly an error in the transfer of results 630
from the tallies to the certificate of results, the canvass board may recommend to the governing 631
body that a recount of that precinct’s results be made for that portion of the returns in question. 632
C. Absentee, by-mail, questioned, and personal representatives ballots shall be counted as 633
follows: No ballot shall be counted if the voter has failed to properly execute the oath and affidavit, 634
or if the voter fails to enclose the marked ballot inside the small gray envelope provided. The clerk 635
or a member of the election canvass board may question the qualifications of an absentee voter 636
when read from the voter’s certificate on the back of the large envelope, if there is a good reason 637
to suspect that the voter is not qualified to vote, is disqualified, or has otherwise voted at the same 638
election. The person questioning the qualifications shall specify the basis of the question in 639
writing. The canvassing board by majority vote may refuse to count the ballot. If the ballot is 640
refused, the clerk shall notify the voter why the ballot was refused by the canvass board. The 641
envelope shall be labeled “rejected ballots.” If the ballot is not refused, the large envelope shall 642
be opened; the small gray envelope shall be placed in a container and mixed with the other 643
absentee ballot small gray envelopes. The mixed small gray envelopes shall be drawn from the 644
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container, opened, and the ballots counted according to the rules of determining properly marked 645
ballots. 646
D. Upon completion of the canvass, the canvassing board shall prepare a certificate of the results 647
of votes cast by absentee, early vote, by-mail voting, questioned, personal representatives, and 648
ballots of votes cast by regular ballot, and shall prepare and submit a written report of said results 649
to the assembly. 650
E. If election materials have not been received from a precinct prior to completion of the canvass, 651
but election results have been transmitted in writing, the canvassing board shall count the election 652
results received. If the clerk has reason to believe that a missing precinct certificate, if received, 653
would affect the result of the election, the clerk shall await the receipt of the certificate until 4 p.m. 654
in the afternoon on the Tuesday following the election. If the certificate is not received by the clerk 655
by 4 p.m., Tuesday, then the certificate shall not be counted nor included in the final certification 656
of the canvassing board. 657
7.40.020 Certification of the election. 658
A. As soon as possible after completion of the canvass, the assembly shall meet in public 659
session to receive the report of the canvass board. If, after considering said report, the assembly 660
determines that the election was validly held, the election shall be certified by resolution and 661
entered upon the minutes of the meeting. 662
B. If the canvass board reports a failure to comply with provisions of state law and borough 663
ordinance or illegal election practices occurred and that such failure is sufficient to change the 664
outcome of the election, the assembly may exclude the votes cast in one or more precincts where 665
such failure or illegal practices occurred from the total returns or may declare the entire election 666
invalid and order a new election. 667
C. If the canvass board reports an apparent discrepancy in the returns of one or more precincts, 668
the assembly may order a recount of the votes cast in said precinct(s). Such recount shall be 669
conducted immediately by the canvassing board and the results reported to the assembly. 670
D. In case of failure to elect a candidate because of a tie vote, the assembly shall immediately 671
cause the canvass board to recount the votes. If there is still a failure to elect because of a tie 672
after completion of the recount, the election shall be determined fairly by lot from among the 673
candidates tying in a meeting of the assembly and under its direction. 674
E. Upon certification of a valid election the assembly shall direct the clerk to deliver to each 675
person elected to office a “certificate of election” signed by the clerk and authenticated by the seal 676
of the borough. 677
7.40.025 Simple majority – Votes required for election to office. 678
All borough offices shall be filled by the candidate(s) receiving the greatest number of votes. 679
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7.40.030 Election recounts. 680
A. A defeated candidate, or 10 qualified voters, who believe there has been a mistake made by 681
an election official or by the canvassing board in counting the votes in an election, may file an 682
application requesting a recount with the clerk no later than 5 p.m. on the day scheduled for the 683
certification of the election results or by delivering the application for recount to the assembly at 684
its meeting held to certify the election returnsMonday following the election or 24 hours after 685
completion of the canvass board, whichever is later. The applicant shall include a deposit in cash 686
or certified check for $10250.00. The deposit shall be applied against any costs incurred pursuant 687
to subsection E of this section or refunded if there is no liability for recount costs. If the difference 688
between two candidates is two percent or less, the clerk shall initiate the recount and give notice 689
to the interested parties. 690
B. The application shall specify in substance the basis of the belief that a mistake has been 691
made, the particular election precinct or precincts for which the recount is to be held, the particular 692
office, proposition, or question for which the recount is to be held, and that the person making the 693
application is a candidate or that the 10 persons making the application are qualified voters. The 694
application for a recount shall bear the notarized signature of the candidate or the 10 qualified 695
voters seeking the recount. The date on which the clerk receives an application, rather than the 696
date of mailing or transmission, determines whether the application is filed with the time allowed 697
under this subsection. 698
C. Upon receiving an application in substantially required form, the clerk shall appoint a recount 699
board of four or more qualified voters to conduct the recount of ballots, as soon as possible, of 700
those precincts cited in the application for recount. The rules governing the counting of marked 701
ballots by the election board shall be followed. Those requesting the recount, those whose 702
election is recounted, and the public shall be allowed to attend the recount proceeding. 703
D. Upon completion of recount, the recount board shall certify the results of the recount to the 704
assembly. The assembly shall declare the final election results and direct the clerk to deliver to 705
each person elected to office a “certificate of election” signed by the clerk and authenticated by 706
the seal of the borough. 707
E. The applicant or applicants for recount shall pay all costs and expenses incurred in a recount 708
of an election demanded by the applicant or applicants if the recount fails to reverse any result of 709
the election or the difference between the winning and losing vote on the result requested for 710
recount is more than two percent. 711
F. A candidate or any person who requested a recount who has reason to believe an error has 712
been made in the recount involving any question, proposition, candidate or validity of any ballot 713
may appeal to the superior court within 10 days after the assembly has declared the election 714
results. If no such action is commenced within the 10-day period, the election and the election 715
results shall be conclusive, final, and valid in all respects. 716
Commented [NJ7]: $100 was from 1986. The recount cost
will be a lot more than $100. Assembly recommended $250.
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7.40.040 Contest of election. 717
An election contest may be brought following the process for a contest of a state election. A 718
defeated candidate or any 10 qualified voters who contested an election may bring an action in 719
the superior court within 10 days after the assembly has concluded that said election was validly 720
held and certified the results of the entered upon the melectioninutes. The only grounds for an 721
election contest shall be the same as those set forth for in the Alaska Statutes for contesting state 722
elections. The judge shall hear and render a decision on an election contest in the same manner 723
as provided in the Alaska Statutes for state election contests. Such legal action shall be upon the 724
grounds set forth in Alaska Statutes for contesting state elections. The judge shall render a 725
decision as required by AS 15.20.560 for state elections. If no such action is commenced within 726
the 10-day period, the election and the election results shall be conclusive, final and valid in all 727
respects. 728
Chapter7.50 729
ABSENTEE VOTING 730
Sections: 731
7.50.010 Eligibility. 732
7.50.020 Repealed. 733
7.50.025 Early voting – In person. 734
7.50.030 Absentee voting – In person. 735
7.50.040 Personal representatives voting. 736
7.50.050 Absentee voting – By mail. 737
7.50.060 Designation of absentee voting officials. 738
7.50.010 Eligibility. 739
Any person may vote absentee. 740
7.50.020 Materials for absentee voting. 741
Repealed by Ord. 02-11. 742
7.50.025 Early voting – In person. 743
A. A voter may cast an early vote in person in the same manner as on the day of an election. 744
B. Early voting before an election official shall not begin prior to 21 days before a regular or 745
special election. 746
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1. The assembly may, by resolution, authorize early voting up to 75 days prior to a regular or 747
special election. 748
2. Prior to the election, the clerk shall mark the precinct registers of those voters who voted early 749
or give to the election board in each precinct a list of voters from the precinct who have voted 750
early. 751
A. Early voting shall be made available in the Borough building and it shall not begin prior to 752
15 days before a regular or special election. The period for early voting may be extended to up to 753
21 days before the date of the election by borough assembly resolution. 754
B. The clerk shall determine the hours designated for early voting and the process for early 755
voting to ensure the integrity of the election. 756
B. The early voter shall appear before an election official and provide their name, residence 757
address, and voter identifier such as a voter number, social security number, or date of birth. 758
C. The election official shall verify the voter’s proof of identification as required in KIBC 759
7.30.060(C). The election official shall verify that the voter’s residence address appears on the 760
official registration list and is qualified to vote per this title and shall require the voter to sign the 761
precinct register. The signing of the register shall constitute a declaration that the voter is qualified 762
to vote. 763
D. When the voter has qualified to vote, the election official shall give the voter an official 764
ballot. The voter shall proceed to mark the ballot in secret, place the voted ballot in the secrecy 765
sleeve, and deposit the ballot in the ballot box in the presence of the clerk or election official. 766
E. The tabulation of early voting ballots shall not begin before 8 p.m. on election day. The 767
ballots and voting machine shall be delivered to the receiving team who will tabulate the results, 768
sign the tapes, and return the tapes and memory card to the clerk. The results tapes shall serve 769
as the early voting precinct certificate of election. 770
F. Prior to the election, the clerk shall mark the precinct registers of those voters who voted 771
early or give to the election board in each precinct a list of voters from the precinct who have 772
voted early. 773
774
7.50.030 Absentee voting – In person. 775
A. For locations where early voting is not available, the borough clerk may provide absentee 776
voting and appoint election officials who are willing and able to serve as absentee voting officials. 777
AaAny person may apply for an absentee ballot in person from the clerk or an absentee voting 778
official. Absentee voting will be made available 15 days before an election, up to and may 779
includeing the day before the date of the election, during regular office hours the hours designated 780
for absentee voting, by completing an absentee in person envelope. The period for absentee 781
Commented [NJ8]: This subsection was revised entirely
based on the discussion at the work session. The Receiving
Team will tabulate the results on Election night at the close
of the regular voting at the precincts.
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voting may be extended to up to 21 days before the date of the election by borough assembly 782
resolution. 783
B. Upon completion of an absentee in person envelope and exhibition of proof of identification 784
as required in KIBC 7.30.060(C), the clerk or an absentee voting official shall issue the ballot and 785
small gray envelope to the applicant. The ballot must be voted at the polling place and no ballot 786
may be removed from the polling place. 787
C. On receipt of an absentee ballot in person, the voter shall mark the ballot in secret, place the 788
ballot in the small gray envelope, place the small gray envelope in the absentee in person 789
envelope, and sign the voter’s certificate on the absentee in person envelope in the presence of 790
the clerk or absentee voting official who shall sign as attesting official and date that signature. 791
The clerk or absentee voting official shall then accept the ballot. 792
D. The clerk or absentee voting official may not accept a marked ballot that has been exhibited 793
by an absentee voter with the intent to influence other voters. If the absentee voter spoils the 794
ballot, the voter may receive up to two replacement ballots. No voter should receive more than 795
three ballots. Exhibited or spoiled ballots shall be destroyed. The numbers of all ballots destroyed 796
shall be noted on the spoiled ballot accountability statement and stored in the spoiled ballots 797
envelope. 798
E. The clerk or absentee voting official shall keep a record of the names and signatures of voters 799
who cast absentee ballots and the dates on which the ballots were cast. 800
7.50.040 Personal representatives voting. 801
A. Any person with a disability who, because of that disability, is unable to go to a polling place 802
to vote may vote a personal representatives ballot, or the voter may, through a representative, 803
request a personal representatives ballot from the clerk or an absentee voting official 15 days 804
before an election, up to and including the day before the date of the election during regular office 805
hours, or from an election precinct voting official on election day. 806
B. If the request for a personal representatives ballot is made through a representative, the 807
representative shall sign a personal representatives register provided by an election official. The 808
register must include the following information: 809
1. The representative’s name; 810
2. The representative’s residence and mailing address; 811
3. The representative’s social security number, voter number, or date of birth; 812
4. The name of the voter on whose behalf the representative is requesting a ballot; 813
5. An oath that the representative: 814
a. Is receiving a ballot and voting materials on behalf of the voter; 815
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b. Will not vote the ballot for the voter; 816
c. Will not coerce the voter; 817
d. Will not divulge the vote cast by the voter; and 818
e. Has been notified that unlawful interference with voting is punishable under AS 15.56.030 or 819
15.56.035. 820
C. The clerk, absentee voting official, or election precinct voting official shall keep a record of 821
the name and signature of each representative requesting an absentee ballot and the name of 822
the person on whose behalf the ballot is requested. The clerk, absentee voting official, or election 823
precinct voting official shall record the date and time the absentee ballot is provided and the time 824
the ballot is returned. 825
D. The representative shall deliver the personal representatives ballot and other voting materials 826
to the voter as soon as practicable. The voter shall mark the ballot in secret, place the ballot in 827
the small gray envelope, and place the small gray envelope in the personal representatives 828
envelope provided. The voter shall provide the information on the envelope that would be required 829
for absentee voting if the voter voted in person. The voter shall sign the voter’s certificate in the 830
presence of the representative. The representative shall sign as attesting official and date the 831
voter’s signature. 832
E. The representative shall deliver the ballot and voter certificate to an election official not later 833
than 8 p.m. on election day. 834
F. If a voter’s disability precludes the voter from performing any of the requirements of subsection 835
D of this section, the representative may perform those requirements, except making the voting 836
decision, on the voter’s behalf. 837
G. A candidate for office, the voter’s employer, an agent of the voter’s employer, or an officer or 838
agent of the voter’s union may not act as a representative for the voter. 839
7.50.050 Absentee voting – By mail. 840
A. Any person may apply for an absentee ballot by mail or by electronic transmission if received 841
by the clerk not more than six months nor less than seven days before an election. The application 842
shall include the address where the absentee ballot shall be mailed and the applicant’s full local 843
residence address and signature. 844
B. After receipt of an application by mail, the clerk shall send the absentee ballot and other 845
absentee voting material to the applicant by at least first- class, nonforwardable mail. The ballot 846
shall be accompanied by instructions on how the ballot must be voted, the oath and affidavit 847
envelope completed, and the ballot returned in order to be counted. The materials shall be sent 848
as soon as they are ready for distribution. There shall be a small gray envelope and a return 849
envelope addressed to the clerk supplied to each absentee by mail voter. The return envelope 850
shall have printed upon it an affidavit by which the voter shall declare their qualification to vote, 851
Commented [NJ9]: Added wording
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followed by a provision for attestation by an official authorized to administer an oath or two 852
witnesses over the age of 18. 853
C. Upon receipt of an absentee ballot by mail, the voter, in the presence of a notary public, other 854
person qualified to administer oaths, or two persons over the age of 18 years, may proceed to 855
mark the ballot in secret, place the ballot in the small gray envelope, place the small gray envelope 856
in the larger return envelope, and sign the voter’s certificate on the back of the return envelope in 857
the presence of an officialthe witness(es) who shall sign as attesting official(s) and shall date their 858
voter’s signature. Officials recognized to attest the legitimacy of signatures listed in this subsection 859
are: a notary public, a commissioned officer of the armed forces including the National Guard, 860
state court judge, magistrate, United States postal official, or other person qualified to administer 861
oaths. If none of the officials listed in the subsection are reasonably accessible, an absentee voter 862
shall have the ballot witnessed by a person over the age of 18 years. 863
D. The voter shall provide a proof of identification including one of the three unique pieces of 864
personal identification date which shall include the voter’s date of birth, last four digits of the 865
voter’s voter identification number to aid in the establishment of the voter’s identity. These unique 866
identifiers shall be provided by the voter on the larger return envelope. 867
ED. The voted absentee by-mail ballot must be either delivered to an election official before the 868
time set for in person absentee votes to be cast, or postmarked on or before midnight of election 869
day and received by the clerk no later than the Tuesday following the election by 5 p.m. Ballot 870
envelopes received after that time shall not be opened but shall be marked “rejected,” with the 871
date of receipt noted thereon, and shall be preserved as set by the records retention schedule. 872
The canvass board shall review voted by-mail ballots under this section using the established 873
procedures for the review of absentee ballots. 874
D. A voter who does not receive an absentee by-mail ballot or any voter wishing to vote absentee 875
in-person or early vote in person may do so at any designated absentee or early voting site. 876
An absentee ballot must be marked and attested on or before the date of the election. If the voter 877
returns the ballot by mail, the voter shall use the most expeditious mail service and mail the ballot 878
not later than the day of the election to the clerk. It must be postmarked on or before midnight of 879
election day and received by the clerk no later than the Tuesday following the election by 5 p.m. 880
Ballot envelopes received after that time shall not be opened but shall be marked “rejected,” with 881
the date of receipt noted thereon, and shall be preserved as set by the records retention schedule 882
resolution. 883
F. The borough clerk shall maintain a record of the name of each voter to whom an absentee 884
by-mail ballot is sent under this section. The record must list the type of ballot mailed, date on 885
which the ballot is mailed, date on which the ballot is received by the borough clerk. The record 886
shall be made available for public inspection. 887
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7.50.060 Designation of absentee voting officials. 888
The clerk may appoint a registered voter, city clerks, or registrars listed with the state to act as 889
absentee voting officials. The clerk shall supply adequate voting supplies and ballots to the 890
absentee voting officials. 891
Chapter 7.60 892
ELECTION PAMPHLET 893
Sections: 894
7.60.010 Election pamphlet. 895
7.60.010 Election pamphlet. 896
A. Before each regular and special election, the clerk shall prepare, publish, and mail an election 897
pamphlet to every registered voter household within the borough. 898
B. Each election pamphlet shall contain: 899
1. A map of the election precincts; 900
2. Sample ballots; 901
3. An absentee ballot application; 902
4. Candidate information and a candidate statement submitted by the close of nominating 903
period. Candidate names shall be listed in the pamphlet in the order that candidacy 904
declarations are filed. 905
5. For each ballot proposition submitted to the voters by initiative or referendum petition 906
or by the assembly: 907
a. The full text of the proposition specifying ordinances proposed to be affected; 908
b. The ballot title and the summary of the proposition prepared by the 909
administration or the clerk; and 910
c. A summary of statements submitted by proponents and opponents of each 911
proposition. If only one statement is received, it will not be published; 912
5. For each bond question, a statement of the scope of each project; and 913
6. Additional information on voting procedures that the clerk considers necessary. 914
C. There is no charge for statements advocating approval or rejection of a proposition submitted 915
to the voters for approval. 916
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D. Material in the election pamphlet shall be organized to the extent possible in the same manner 917
and form in which it will appear on the ballot. The decision of the clerk on the form of the material 918
is final. 919
E. Not less than 14 days before the election, the clerk shall mail to every registered voter 920
household one copy of the pamphlet and may post the information on the Borough web site or 921
other social media platforms. Additional pamphlets may be obtained from the borough offices and 922
other places determined to be appropriate by the clerk. Provided, however, that errors or 923
omissions in the pamphlet or failure of the borough to provide a voter pamphlet shall not invalidate 924
an election. 925
F. A candidate’s information and statement submitted under this section may not exceed 350 926
words. An article such as “a,” “an,” and “the” will be counted as a word. 927
G. The clerk will add a disclaimer in the pamphlet noting the text is presented as submitted by 928
the candidate(s). or proposition sponsor(s.) The clerk will add a disclaimer noting the information 929
is the opinion of the authorcandidate(s) and has been reproduced as submitted, without any 930
changes to grammar, spelling, or punctuation. 931
Chapter 7.70 932
ELECTIONS BY MAIL 933
Sections: 934
7.70.010 Conduct of election by- mail. 935
7.70.020 Notice of election--Eelection date-public notice. 936
7.70.030 Election Absentee voting officials - duties. 937
7.70.040 Notification to voters. 938
7.70.050 Notice of election. 939
7.70.060 Voter instructions. 940
7.70.070 Casting ballots. 941
7.70.080 Storing ballots. 942
7.70.010 Conduct of election by- mail. 943
A. The clerk may conduct an election by mail if it is held at a time other than when the regular 944
borough election is held. 945
B. If the clerk conducts an election under subsection A of this section by mail, the clerk shall 946
send a ballot for each election described in subsection A of this section to each person whose 947
name appears on the official registration list prepared under AS 15.07.125 for that election. The 948
ballot shall be sent to the address stated on the official registration list unless the voter has notified 949
the clerk in writing of a different address to which the ballot should be sent. The clerk shall send 950
ballots by first class, nonforwardable mail. 951
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C. If the clerk conducts an election under subsection A of this section by mail, the clerk shall 952
mail ballots under this section on or before the twenty-second day before the election. 953
D. The clerk shall review ballots voted under this section under procedures established for the 954
review of absentee ballots. 955
E. There shall be a small gray envelope and a return envelope supplied to each by-mail voter. 956
The return envelope shall have printed upon it an affidavit by which the voter shall declare the 957
voter’s qualification to vote, followed by provision for attestation by two attesting witnesses, who 958
are at least 18 years of age. 959
A. The Clerk may conduct a regular or special n election by-mail with the approval of the 960
Assembly. 961
B. When the borough clerk conducts an election by mail, the borough clerk shall send a ballot 962
to each person whose name appears on the official voter registration list prepared under AS 963
15.07.125 for that election. The ballot shall be accompanied by instructions on how the ballots 964
must be voted, the oath and affidavit envelope completed, and the ballot returned in order to be 965
counted. The ballot shall be sent to the address stated on the official registration list unless the 966
voter has notified the borough clerk in writing of a different address to which the ballot should be 967
sent or the address on the official registration list has been identified as being an undeliverable 968
address. The borough clerk shall send ballots by first-class, nonforwardable mail on or before the 969
fifteenth day before the election. 970
C. Upon receipt of a by-mail ballot, the voter shall cast the ballot in the manner specified in KIBC 971
7.50.050(C). The voted by-mail ballot must be either delivered to an election official before the 972
time set for in person absentee votes to be cast, or postmarked on or before midnight of election 973
day and received by the clerk no later than the Tuesday following the election by 5 p.m. Ballot 974
envelopes received after that time shall not be opened but shall be marked “rejected,” with the 975
date of receipt noted thereon, and shall be preserved as set by the records retention schedule. 976
The canvass board shall review voted by-mail ballots under this section using the established 977
procedures for the review of absentee ballots. 978
D. A voter who does not receive a by-mail ballot or any voter wishing to vote absentee in-person 979
or early vote in person may do so at any designated absentee or early voting site. 980
981
7.70.020 Notice of election - Eelection date-public notice. 982
When the clerk determines that an election will be conducted by mail under KIBC 7.70.010, the 983
notice of election calling for the election must state that the election is to be conducted by mail 984
and that there will be no polling place open for regular in-person voting on election day. In a by-985
mail election, election day will be the date designated by the clerk as the deadline by which a 986
voter’s ballot must be voted, witnessed, mailed, and, if postmarked, date-stamped by the post 987
office. 988
AGENDA ITEM #14.C.4.
Ordinance No. FY2023-05 Amending The Kodiak Island Borough Code Of Ordin...Page 209 of 231
Kodiak Island Borough, Alaska Ordinance No. FY2023-05
VERSION 2 Page 30 of 31
A. The notice of election calling for the election must state that the election is to be conducted 989
by-mail and that there will be no polling place open for regular in-person voting on election day, 990
with the exception of designated absentee in-person or early voting polling locations. 991
B. For each election conducted by mail, the public notice published will include the information 992
specified in KIBC section 7.10.060. 993
7.70.030 Absentee voting Election officials - duties. 994
In each election conducted by mail, the assembly shall appoint an election board composed of at 995
least three The borough clerk may appoint election officials for each precinct in which the election 996
is to be held. In the precincts of in Akhiok, Cape Chiniak, Karluk, Larsen Bay, Old Harbor, 997
Ouzinkie, and Port Lions who are willing and able to serve as absentee voting officials. Absentee 998
voting officials serving under this section shall be compensated at a rate determined by the clerk 999
to be commensurate with the duties as compared to other election officials. The Clerk shall 1000
provide moderate compensation to the absentee voting officials to cover added expenses of the 1001
administration of this service, which shall be agreed to by the absentee voting , at least one 1002
election official for each precinct shall be available for at least 15 days preceding the election and 1003
on election day, at the hours and location specified by the clerk. For the precincts of Flats, Kodiak 1004
No. 1, Kodiak No. 2, and Mission Road, at least one election official shall be available for at least 1005
15 days preceding the election and on election day, at the hours and location specified by the 1006
clerk. The clerk shall supply adequate voting supplies and ballots to the election officials. All 1007
election officials, before entering upon their duties, must subscribe to the oath required of all public 1008
officers by the Constitution of the state in the manner prescribed by the clerk. The duties of the 1009
election official shall be as follows: 1010
A. Provide absentee voting in person and personal representatives voting on any date the 1011
election officials are available, including the day of the election., following the procedures in KIBC 1012
7.50.030 and 7.50.040. Voters have until the day of the election to return ballots. 1013
B. Sign a voter’s by-mail oath and affidavit envelope as an authorized attesting official, except 1014
that the election official may not attest the official’s own ballot. 1015
C. Accept receipt of a by-mail voter’s hand-delivered voted ballot, which has been sworn to, 1016
attested, and sealed in the by-mail return envelope. 1017
D. Provide general voter assistance including, but not limited to, assistance to a qualified voter 1018
who cannot read, mark the ballot, or sign the register, and providing replacement ballots to voters 1019
who have improperly marked or damaged their ballots. 1020
E. Date-stamp all ballots received by the election officials at their stations. 1021
F. Receive ballots and Pprovide for the security and safekeeping of all ballots received by the 1022
election officials at their stations and present return those ballots to the clerk for canvassing. The 1023
borough clerk will specify the means of returning the voted ballots and all other election supplies 1024
to the borough. 1025
AGENDA ITEM #14.C.4.
Ordinance No. FY2023-05 Amending The Kodiak Island Borough Code Of Ordin...Page 210 of 231
Kodiak Island Borough, Alaska Ordinance No. FY2023-05
VERSION 2 Page 31 of 32
G. The election officials for the precincts of Flats, Kodiak No. 1, Kodiak No. 2, and Mission Road 1026
shall receive and date-stamp ballots delivered by the United States Postal Service and present 1027
those ballots to the clerk for canvassing. 1028
H. Any other duties assigned by the clerk. 1029
1030
7.70.040 Notification to voters. 1031
In addition to the public notice required by KIBC 7.10.060, the clerk shall send to each voter whose 1032
name appears on the official register advance notice of the election at the mailing address stated 1033
in the voter’s current registration record. The notice will be sent before ballots are mailed, and will 1034
include: 1035
A. The date of the election. 1036
B. Disclosure that the election will be conducted by mail and that no polling place will be available 1037
for regular in-person voting on election day. 1038
C. Designation of the offices to which candidates are to be nominated or elected and a statement 1039
of the subject of the propositions and questions that are to appear on the ballot. 1040
D. Designation of the date on which ballots are expected to be mailed to the voters. 1041
E. Designation of the dates upon which a voter who may not have received a ballot can appear 1042
before a by-mail official and vote in person as specified in KIBC 7.70.030. 1043
F. A listing of appointed by-mail officials and their hours and locations, and the services they can 1044
provide. 1045
G. A statement of when the ballots may be voted, and the date upon which the ballot must be 1046
postmarked and received by the clerk or received by the by-mail voting official as specified in 1047
KIBC 7.70.030 in order to qualify for inclusion in the election tabulation. 1048
H. Brief general instructions on how the ballots must be voted and how the oath and affidavit 1049
envelope must be completed. 1050
7.70.050 Notice of election. 1051
For each election conducted by mail, the public notice posted in each precinct and the notice 1052
published in newspapers of general circulation in the area of the election jurisdiction will include 1053
the information specified in KIBC 7.70.040. 1054
AGENDA ITEM #14.C.4.
Ordinance No. FY2023-05 Amending The Kodiak Island Borough Code Of Ordin...Page 211 of 231
Kodiak Island Borough, Alaska Ordinance No. FY2023-05
VERSION 2 Page 32 of 32
7.70.060 Voter instructions. 1055
Specific instructions for voting a by-mail ballot and a list of the appointed by-mail officials, their 1056
hours and locations, will be mailed to each voter with the ballot. 1057
7.70.0470 Casting ballots. 1058
A. Upon receipt of a by-mail-in ballot, the voter shall cast the ballot in the manner specified in 1059
KIBC 7.50.050(C) and (D). If the ballot is cast in the clerk’s office, the in the presence of an 1060
election official, the official clerk shall may retain it for delivery to the canvas board. If the ballot is 1061
cast in another location, the voter shall return it by mail to the clerk immediately for delivery to the 1062
canvas board. 1063
B. A voter who does not receive a by-mail-in ballot may cast the early vote or cast an absentee 1064
ballot in person as specified in KIBC 7.70.030. 1065
C. A voter may return the mail-in ballot to a by-mail official as provided in KIBC 7.70.030. 1066
7.70.0580 Storing ballots. 1067
The clerk shall provide for the secure storage of the mail-in ballots received from the voters and 1068
by-mail officials until the date set by the clerk for the counting of the ballots. 1069
Effective Date: This ordinance takes effect upon adoption. 1070
1071
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH 1072
THIS______ DAY OF ____________, 2022 1073
1074
KODIAK ISLAND BOROUGH 1075
1076
ATTEST: 1077
___________________________ 1078
William Roberts, Mayor ______________________________ 1079
Nova M. Javier, MMC, Borough Clerk 1080
1081
VOTES: 1082
Ayes: 1083
Noes: 1084
1085
AGENDA ITEM #14.C.4.
Ordinance No. FY2023-05 Amending The Kodiak Island Borough Code Of Ordin...Page 212 of 231
HISTORICAL TURNOUT IN CHINIAK AND THE VILLAGES
2021 2020 2019 2018 2017 2016 2015 2014 2013 2012
# of Registered
Voters
By-mail
# of VC # of VC # of VC # of VC # of VC # of VC # of VC # of VC # of VC # of VC
Chiniak 144 29 36 35 27 28 29 33 36 18 40
Larsen Bay
(Incl. Akhiok
and Karluk)157 17 23 24 22 33 34 32 37 35 36
Old Harbor 140 42 11 44 47 41 36 40 30 37 38
Ouzinkie 140 37 80 59 38 37 58 50 45 55 57
Port Lions 181 24 23 37 26 32 40 22 34 50 58
OTHER CHALLENGES IN HOLDING IN-PERSON VOTING IN THESE LOCATIONS
•Availability of workers – difficulty forming election boards with the limited number of people who are available or willing to work
•Election workers running for office/familial relationships – workers running for office and are serving in locations where voting is held. At
times, election workers are related to those who are running for office.
•Weather challenges - flying in and out for training. At times, costly accommodations for long periods while workers are stranded in Kodiak.
Inability to get election materials and certificates/results in time due to bad weather.
•Emergencies - Instances where precinct chair or workers flew into Kodiak and could not get back to the village in time for election.
Encountered last minute emergencies where we ended up with inexperienced election workers in one of the precincts and sudden
relocations of trained workers. Having inexperienced and untrained workers is a huge concern for the Clerk’s office.
•Voting locations – the Borough and cities have had a long history of sharing election workers. The past few years, we have had instances of
separating election boards because of the Borough workers running for office. At times, it is too late to find out that there are familial
relationships happening due to the different nominating periods in place. This has become a burden for the Borough and the Cities to be
precise, it is extremely difficult to find last minute election workers or City clerks needing to be constantly watchful as to avoid violating
electioneering rules and risking an election that could end up with an election contest.
•Other issues - Unable to provide oversight on Election Day and difficulty providing support. Intermittent telecommunication issues on day of
Election. AGENDA ITEM #14.C.4.Ordinance No. FY2023-05 Amending The Kodiak Island Borough Code Of Ordin...Page 213 of 231
ME B
Date:May 3,2022
Call to order:5:34 pm
Commissioners Present:Jake Castonguay,Jason Chandler-Chair,Greg Egle-Vice Chair,
Dave Heuman-Secretary and Chris Windnagle.2 vacant seats.
Dave Conrad-Fire Chief,and Kevin Amdt-Contractor present.
Approval of agenda by unanimousvote.
Approval of the minutes by unanimous roll call vote for;
-Regular Meeting of April 5,2022
Qitizgns gggmmgng;None
gggnggggjggrg§gmm§_nt§,°Kevin Amdt.
1.Work in March;
a.Potholes and minor grading
b.Ditch clearing,brushing,start signage repair
g;hairmgn’§Bepg?Greg-Egle J5
1.Work Orders;asphalt repair,potholes,ditching,brushing
2.Budget will be adjusted at FY end by Finance Dept.
ld in
1.Fire Service
a.urt Law working on radio repeater replacement,no update.
b.Brush truck ordered,delivery projected for July.
a.Road signs hardware ordered,pends install.b.Sgt Ck Entrance realignment:discussions with State and DOT continuei.ave Conrad met with the State representative and Hazard Mitiga-tion funds may be used for a Hydrology Study.Project may includeadjacentBridgeworkonRezanofHighway.
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AGENDA ITEM #19.A.1.Womens Bay Service Area Board MinutesPage 214 of 231
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NSN3 FAGENDA ITEM #19.A.1.Womens Bay Service Area Board MinutesPage 215 of 231
Kodiak Island Borough
Engineering & Facilities Department
Projects Office
710 Mill Bay Road • Kodiak, Alaska 99615
Phone (907) 486-9210 • Fax (907) 486-9347
Projects Report – May 2022
Page 1
TO: Mayor and Assembly
FROM: Matt Gandel, Project Manager/Inspector
CC: Roxanne Murphy, Borough Manager
Dave Conrad, Engineering/Facilities Director
RE: Monthly Projects Report for Period Ending May 31, 2022
BOROUGH BUILDING BOILER ROOM UPGRADES
Project Description: This project is for replacement of the boilers and generator at the Borough Building,
including abatement of pipe insulation and gaskets as required. The boilers are over 50 years old and well
past their useful life.
Current Status: Jensen Yorba Wall and RSA Engineers completed design documents that were reviewed
and approved by the Architectural/Engineering Review in March 2021. The project was issued for bid in
October 2021, and in December 2021 the Assembly approved a contract with Scott’s Heating and
Plumbing. Scott’s has ordered long lead items but supply chain issues have made delivery dates
unpredictable. Production of the originally specified boiler has been delayed until December 2022, but
Scott’s has located an alternate boiler that will hopefully be available in time to complete the work this
summer. Construction is still tentatively scheduled to start in June 2022 and be completed by August 30,
2022.
Change Orders this Period: None.
EAST ELEMENTARY ROOF REPLACEMENT
Project Description: This project is for replacement of the metal roof portion of East Elementary School.
The roof was installed in 1987 and has been experiencing issues with snow and ice buildup. There is also
an intersection between two different portions of the building that is prone to leaking due to its
construction.
Current Status: The Assembly approved a change order with Jensen Yorba Wall (JYW) in February 2022
to begin design of this project. The initial design phase will focus on the intersection between the two
roofs, looking at various options for improvement, existing structural capacity, etc. JYW and PND
Engineers provided a conceptual design report at the end of April 2022 that will be provided to the
Architectural/Engineering Review Board before proceeding further into the design process.
Change Orders this Period: None.
AGENDA ITEM #19.B.1.
Monthly Projects Report For Period Ending May 31, 2022 Page 216 of 231
Projects Report – May 2022
Page 2
KODIAK FISHERIES RESEARCH CENTER FUME HOOD EXHAUST SYSTEM
Project Description: This project is for the upgrade of fume hood exhaust system at Kodiak Fisheries
Research Center (KFRC). There are six fume hoods at KFRC and there are currently issues maintaining
sufficient air flow when a certain number of hoods are in use. The scope of work is to install an additional
exhaust fan and modify ductwork to eliminate these issues.
Current Status: Jensen Yorba Wall and RSA Engineers completed design documents that were reviewed
and approved by the Architectural/Engineering Review Board in December 2020. The project was issued
for bid in October 2021, and in December 2021 the Assembly approved a contract with Scott’s Heating
and Plumbing. Scott’s ordered fans for the new work in February 2022, but due to nationwide supply chain
issues their delivery has been delayed until August 2022. Scott’s is currently reworking their schedule to
provide a revised completion date.
Change Orders this Period: None.
KODIAK FISHERIES RESEARCH CENTER OZONATOR REPLACEMENT
Project Description: This project is for repair or replacement of the ozonator system at Kodiak Fisheries
Research Center (KFRC). The ozonator is intended to disinfect seawater that returns to the ocean after
use in research experiments inside the facility. In May 2021 it was determined that the ozonation
equipment was not operating correctly and needed to be either repaired or replaced.
Current Status: KIB staff is working with CRW Engineering (CRW) on this project. In order to satisfy current
permitting CRW provided design for a temporary chlorination system to perform disinfection. The
temporary system was procured and installed by KIB staff, and went online in December 2021. In late April
2022, CRW provided a report on various treatment options. Based on estimated capital and maintenance
costs the decision has been made to pursue UV treatment as the most cost-effective alternative. CRW is
currently working on design of the UV system and pursuing the appropriate permits from the Alaska
Department of Environmental Conservation.
Change Orders this Period: None.
East Elementary Roof Concept Design
AGENDA ITEM #19.B.1.
Monthly Projects Report For Period Ending May 31, 2022 Page 217 of 231
Projects Report – May 2022
Page 3
LANDFILL STAGE 3 CLOSURE
Project Description: This project is for interim and final closure of portions of the Kodiak Island Borough
Landfill. Closure involves placing multiple layers of impermeable liner materials, gravel, and plant material.
The goal of closing portions of the landfill is to keep rainwater from converting to leachate thereby
reducing the flow to the Leachate Treatment Plant. The scope of work includes drilling and blasting to
produce rock that will be used for the cover project, as well as additional rock for future landfill operations.
Current Status: In April 2021, the Assembly approved a contract with Jacobs Engineering to start design
for this project. Jacobs provided design documents which were reviewed and approved by the
Architectural/Engineering Review Board in November 2021. The project was put out to bid in November
2021 and in February 2022, the Assembly approved a contract with Brechan Construction LLC. Brechan
began tree clearing and grubbing on May 23, 2022. Further progress with clearing and blasting are on hold
due to the presence of a bald eagle nest in one of the trees that requires clearing. KIB staff has submitted
a permit application to US Fish and Wildlife Service to remove the nest, but the application likely won’t
be approved for at least two months. Staff and Brechan have had discussions about other work that could
be completed in the interim, but the completion date for the project will likely need to be extended.
Change Orders this Period:
• Brechan Construction LLC – Contract FY2022-30
Change Order #1 - $669,750 (Approved by Assembly on 5/5/22)
Additional blasting and processing of shot rock for landfill cover. The contract included 30,000
cubic yards of shot rock at a unit price of $23.50 per cubic yard. This change order includes an
additional 28,500 cubic yards at the unit price of $23.50 per cubic yard. Payment will be made
based on actual quantities of stockpiled shot rock.
LEACHATE TREATMENT PLANT PRETREATMENT FACILITY
Project Description: This project is for a building addition and installation of additional process equipment
at the Leachate Treatment Plant. The plant has been experiencing scaling of equipment, tanks, and piping
throughout the treatment process. The goal of this project is to address the scaling problem by installing
equipment that will decrease the amount of calcium in the leachate before it enters the treatment
process.
Current Status: In July 2021, the Assembly approved a contract with Jacobs Engineering to start design on
this project. Jacobs provided 100% design documents which were reviewed and approved by the
Architectural/Engineering Review Board in November 2021. The project was put out to bid on November
29, 2021, and bids were due and opened on January 20, 2022. Only one bid was received, and on February
3, 2022, the Assembly approved a contract with Dawson Construction LLC. A preconstruction meeting was
Tree Clearing and Stripping of Overburden
AGENDA ITEM #19.B.1.
Monthly Projects Report For Period Ending May 31, 2022 Page 218 of 231
Projects Report – May 2022
Page 4
held in early March 2022 and they are currently working on providing submittals. Dawson is planning to
mobilize this summer to complete the foundation for the new metal building and then return in spring
2023 to complete the project. The work is scheduled to be completed by November 9, 2023.
Change Orders this Period: None.
MAIN ELEMENTARY ROOF REPLACEMENT
Project Description: This project is for replacement of the roof at Main Elementary School. The roof was
installed in 1992 and has begun to show signs of wear. During summer 2021 the Kodiak Island Borough
School District cleaned a buildup of moss off the roof which exposed deterioration of the existing wood
shakes and other roofing materials.
Current Status: The Assembly approved a change order with Jensen Yorba Wall (JYW) in January 2022 for
design of this project. JYW provided design documents that were reviewed and approved by the
Architectural/Engineering Review Board in February 2022. The project was put out to bid in February 2022
and in March 2022, the Assembly approved a contract with Friend Contractors LLC. Friend is scheduled to
start work in early June 2022. The contract completion date is October 14, 2022, but Friend is hoping to
be finished by August 15, 2022, to get the work done before the new school year.
Change Orders this Period: None.
NORTH STAR ELEMENTARY SIDING REPLACEMENT
Project Description: This project is for the replacement of the existing siding and windows at North Star
Elementary. The cement board siding was installed when the school was built in 1994 and has been
experiencing deterioration and failure particularly around the gym. The project was split into two phases
– Phase I for the gym and Phase II for the rest of the school. Phase I was completed in summer 2021.
Current Status: In September 2020, the Assembly approved a change order for JYW to proceed with
design of Phase II. JYW provided design documents that were reviewed and approved by the ARB in
November 2021. The project was put out to bid in November 2021 and in January 2022 the Assembly
approved a contract with the low bidder, Wolverine Supply, Inc. Unfortunately, nationwide supply chain
issues have delayed the delivery of the new windows until December 2022. There is not really much work
that can be done without the windows available, so this means the project will be delayed until summer
2023. KIB staff has been in discussion with Wolverine and the Kodiak Island Borough School District to
minimize the impacts of this delay.
Change Orders this Period: None.
PETERSON ELEMENTARY ROOF REPLACEMENT
Project Description: This project is for replacement of the roof at Peterson Elementary School. The school
has sections of roof that are between 20 and 30 years old, and have reached their expected service life.
There have been persistent leak problems for years as the roofing system continues to deteriorate.
Current Status: Jensen Yorba Wall (JYW) completed 35% design documents in October 2021. In February
2022 the Assembly approved a proposal for JYW to advance to 65% design. Part of the design process will
be review of existing exposed rooftop HVAC equipment to see if it can be relocated or otherwise
protected. JYW is scheduled to provide 65% design and cost estimate in early June 2022.
AGENDA ITEM #19.B.1.
Monthly Projects Report For Period Ending May 31, 2022 Page 219 of 231
Projects Report – May 2022
Page 5
Change Orders this Period: None.
PROVIDENCE KODIAK ISLAND MEDICAL CENTER BOILER DAYTANK REPLACEMENT
Project Description: This project is to replace the day tank and pumps for the boilers at Providence Kodiak
Island Medical Center (PKIMC). The equipment has reached the end of its useful life and has been having
problems creating enough suction to pull fuel from the recently replaced fuel tank.
Current Status: Jensen Yorba Wall completed design documents which was reviewed and approved by
the Architectural/Engineering Review Board in September 2021. The project was issued for bid in October
2021, and bids were due in November 2021. In December 2021 the Assembly approved a contract with
Premier Mechanical. Construction was scheduled to start in May 2021 but due to nationwide supply chain
issues the daytank delivery has been delayed until July 2022. Premier is working on updating their
schedule to provide a revised completion date.
Change Orders this Period: None.
PROVIDENCE KODIAK ISLAND MEDICAL CENTER RETAINING WALL
Project Description: The goal of this project is to repair or replace the large concrete retaining wall behind
Providence Kodiak Island Medical Center (PKIMC). The wall has been deteriorating for many years and is
currently the number one priority on the Renewal and Replacement list for PKIMC.
Current Status: The design process for this project started in September 2019. Jensen Yorba Wall (JYW)
and PND Engineers provided design documents that were reviewed and approved by the
Architectural/Engineering Review Board. The contractor for the project is Jay Brant General Contractors.
The bulk of construction was completed in summer 2021, and Jay Brant returned to the site in May 2022
to complete other work items including providing a rub finish over the entire wall and cutting control
joints in the new valley gutter. The remaining work is scheduled to be complete by the end of June 2022.
Change Orders this Period: None.
AGENDA ITEM #19.B.1.
Monthly Projects Report For Period Ending May 31, 2022 Page 220 of 231
Original Budget Ord 2020-01C Ord 2020-01H Ord 2022-01A Current Budget Expenses Obligated Remaining
Design 40,000$ 40,000$ 75,000$ 25,000$ 180,000$ 132,388$ 33,532$ 14,080$
Construction -$ -$ -$ 1,000,000$ 1,000,000$ -$ 963,093$ 36,907$
Admin 10,000$ 10,000$ -$ 25,000$ 45,000$ 24,471$ -$ 20,529$
Contingency -$ -$ -$ 50,000$ 50,000$ -$ -$ 50,000$
TOTAL 50,000$ 50,000$ 75,000$ 1,100,000$ 1,275,000$ 156,859$ 996,625$ 121,515$
Original Budget Current Budget Expenses Obligated Remaining
Design 5,000$ 5,000$ 1,473$ 3,528$ -$
Admin 5,000$ 5,000$ 217$ -$ 4,783$
TOTAL 10,000$ 10,000$ 1,690$ 3,528$ 4,783$
Original Budget Ord 2021-01E Ord 2022-01A Current Budget Expenses Obligated Remaining
Design 15,000$ -$ -$ 15,000$ 10,555$ 4,361$ 85$
Construction 55,000$ 45,000$ 60,000$ 160,000$ -$ 149,930$ 10,070$
Admin 5,000$ -$ 10,000$ 15,000$ 11,680$ -$ 3,320$
TOTAL 75,000$ 45,000$ 70,000$ 190,000$ 22,234$ 154,291$ 13,475$
Original Budget Pending Ord Current Budget Expenses Obligated Remaining
Design 25,000$ 125,000$ 150,000$ 30,513$ 115,342$ 4,145$
Construction 10,000$ 10,000$ 20,000$ 18,530$ -$ 1,470$
Admin 5,000$ 5,000$ 10,000$ 4,114$ -$ 5,886$
TOTAL 40,000$ 140,000$ 180,000$ 53,157$ 115,342$ 11,501$
Original Budget Pending Ord Current Budget Expenses Obligated Remaining
Design 95,000$ 25,000$ 120,000$ 87,035$ 25,008$ 7,957$
Construction -$ 2,700,000$ 2,700,000$ -$ 2,629,750$ 70,250$
Admin 5,000$ 25,000$ 30,000$ 17,542$ -$ 12,458$
TOTAL 100,000$ 2,750,000$ 2,850,000$ 104,577$ 2,654,758$ 90,665$
Kodiak Fisheries Research Center Ozonator Replacement - 22000
Funding: Fund 555 - KFRC
Funding: Fund 555 - KFRC
Landfill Stage 3 Closure - 21009
Kodiak Island Borough
Project Budget Status - Period Ending May 31, 2022
Funding: Fund 469 - Renewal & Replacement ($125,000) and Fund 220 - Buildings and Grounds ($1,150,000)
Budget and Adjustments Current Budget Status
Borough Building Boiler Room Upgrades - 20005
East Elementary Roof Replacement - 22004
Funding: Fund 220 - Buildings and Grounds
Funding: Fund 530 - Solid Waste Disposal
Kodiak Fisheries Research Center Fume Hoods - 21001
Project Budget Status Page 1 of 2 AGENDA ITEM #19.B.1.Monthly Projects Report For Period Ending May 31, 2022Page 221 of 231
Kodiak Island Borough
Project Budget Status - Period Ending May 31, 2022
Budget and Adjustments Current Budget Status
Original Budget Ord 2022-01A Pending Ord Current Budget Expenses Obligated Remaining
Design 33,000$ 350,000$ 50,000$ 433,000$ 285,154$ 104,920$ 42,926$
Construction -$ -$ 2,400,000$ 2,400,000$ -$ 2,367,000$ 33,000$
Admin 5,000$ -$ 50,000$ 55,000$ 17,643$ -$ 37,357$
TOTAL 38,000$ 350,000$ 2,500,000$ 2,888,000$ 302,797$ 2,471,920$ 113,284$
Original Budget Pending Ord Current Budget Expenses Obligated Remaining
Design 65,000$ 7,000$ 72,000$ 35,060$ 35,125$ 1,815$
Construction -$ 600,000$ 600,000$ -$ 571,249$ 28,751$
Admin 10,000$ 8,000$ 18,000$ 7,779$ -$ 10,221$
Contingency -$ 35,000$ 35,000$ -$ -$ 35,000$
TOTAL 75,000$ 650,000$ 725,000$ 42,839$ 606,374$ 75,787$
Original Budget Ord 2021-01H Current Budget Expenses Obligated Remaining
Design 26,193$ 70,000$ 96,193$ 68,944$ 28,653$ (1,404)$
Construction 436,556$ 717,467$ 1,154,023$ 244,979$ 787,000$ 122,044$
Admin 17,462$ 40,000$ 57,462$ 60,583$ -$ (3,121)$
Contingency 21,828$ 40,000$ 61,828$ -$ -$ 61,828$
TOTAL 502,039$ 867,467$ 1,369,506$ 374,506$ 815,653$ 179,347$
Original Budget Pending Ord Current Budget Expenses Obligated Remaining
Design 20,000$ 45,000$ 65,000$ 17,300$ 45,786$ 1,914$
Admin 5,000$ 5,000$ 10,000$ 926$ -$ 9,074$
TOTAL 25,000$ 50,000$ 75,000$ 18,226$ 45,786$ 10,988$
Peterson Elementary Roof Replacement - 21008
Funding: Fund 220 - Buildings and Grounds ($25,000) and American Rescue Plan Act ($50,000)
Leachate Treatment Plant Aeration Tank - 19012
Funding: Fund 530 - Solid Waste Disposal
Main Elementary Roof Replacement - 22003
Funding:Fund 220 - Buildings and Grounds ($75,000) and KIBSD ($650,000)
North Star Elementary Siding Replacement - 20008
Funding: KIBSD ($502,039) and Fund 470 - School R&R Bond Projects ($867,467)
Project Budget Status Page 2 of 2 AGENDA ITEM #19.B.1.Monthly Projects Report For Period Ending May 31, 2022Page 222 of 231
KODIAK ISLAND BOROUGH
STAFF REPORT
JUNE 16, 2022
ASSEMBLY REGULAR MEETING
Kodiak Island Borough
SUBJECT:Submission Of A Report of Records That Are Eligible For Disposal
ORIGINATOR:Lina Cruz, Deputy Clerk
RECOMMENDATION:
No action needed.
DISCUSSION:
This report was reviewed by the Department Directors and the Borough attorney determined
that the records listed do not need to be retained for a longer period for purposes of any
pending or threatened litigation or other legal purposes.
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
KIBC 2.40.160 Disposal of Records
A. The clerk shall dispose of borough records if the following requirements are met:
a. The time for retention of the records under the approved retention schedule
has elapsed rendering them obsolete and eligible for disposal; and
b. The records eligible for disposal are not vital or historical records, have no
legal, administrative, or financial value, and are not required to be retained for
any other purposes; and
c. The clerk has provided the list of records eligible for disposal to the department
heads for review and recommendations. Justification must be provided if a
record is removed from the disposal list and the record will be returned to the
department and will revert back to being an active record.
d. The borough attorney determined that the records do not need to be retained
for a longer period for purposes of any pending or threatened litigation or other
legal purposes.
B. The clerk shall dispose of records eligible for disposal by destruction, by return to the
original owner, or by any other means deemed appropriate based upon the records.
Records eligible for disposal which are of a confidential nature shall be disposed of by
means determined to be appropriate by the clerk which does not compromise their
confidential nature.
C. The clerk shall provide a report to the borough assembly a description of all records
that are scheduled to be disposed and of obsolete records disposed during the
preceding year. The clerk shall maintain a permanent log of all records which have
been destroyed.
AGENDA ITEM #19.B.2.
Submission Of A Report of Records That Are Eligible For Disposal Page 223 of 231
6/8/2022 2022 Records Destruction ReportPage 1DepartmentSeries and Retention FTotal RetentionCreatedDestroySeries DescriptionRecords LoFI - FINANCE FI-33 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Invoice reports; invoice copies; aging report; and copy of billsA-4-6FI - FINANCE FI-15 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Cash receipts filed in daily business envelope w/bank deposit slips remit advise portion of checks, utility bills receipts, and printout of tax payments.A-6-2FI - FINANCE FI-15 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Cash receipts filed in daily business envelope w/bank deposit slips remit advise portion of checks, utility bills receipts, and printout of tax payments.A-7-15FI - FINANCE FI-15 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Cash receipts filed in daily business envelope w/bank deposit slips remit advise portion of checks, utility bills receipts, and printout of tax payments.A-7-16FI - FINANCE FI-37 / Onsite: 2 Yrs Cen.: 5 Yrs7 Yr Retention FY2015 FY2023 Official documents for receipt of grants funds from either state or federal agenciesA-7-16(SharedBox)FI - FINANCEFI-15 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Cash receipts filed in daily business envelope w/bank deposit slips remit advise portion of checks, utility bills receipts, and printout of tax payments.A-7-5FI - FINANCE FI-15 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Cash receipts filed in daily business envelope w/bank deposit slips remit advise portion of checks, utility bills receipts, and printout of tax payments.A-7-6AGENDA ITEM #19.B.2.
Submission Of A Report of Records That Are Eligible For Disposal Page 224 of 231
6/8/2022 2022 Records Destruction Report Page 2DepartmentSeries and Retention FTotal RetentionCreatedDestroySeries DescriptionRecords LoFI - FINANCE FI-06 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Journal Vouchers - Accounting ReportsB-1-6FI - FINANCE FI-06 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Journal Vouchers - Accounting ReportsB-2-3FI - FINANCE FI-06 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Journal Vouchers - Accounting ReportsB-2-4FI - FINANCE FI-33 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Invoice reports; invoice copies; aging report; and copy of billsB-3-8FI - FINANCE FI-13 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Account Payable B-4-3FI - FINANCE FI-07 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Property Tax Accounting - Tax billing, payments, adjustments, and interest and penalties calculations. Monthly reports.B-4-7FI - FINANCE FI-28 / Onsite: 2 Yrs Cen.: 5 Yrs7 Yr Retention FY2015 FY2023 Record of purchases made using purchase order processB-4-8FI - FINANCE FI-13 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Account Payable B-5-6
AGENDA ITEM #19.B.2.
Submission Of A Report of Records That Are Eligible For Disposal Page 225 of 231
6/8/2022 2022 Records Destruction ReportPage 3DepartmentSeries and Retention FTotal RetentionCreatedDestroySeries DescriptionRecords LoFI - FINANCEFI-13 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Account PayableB-5-7FI - FINANCEFI-19 / Onsite: 2 Yrs Cen.: 5 Yrs7 Yr Retention FY2015 FY2023 Statements of account activity, reconciliation, and credit/debit notices.B-5-8FI - FINANCEFI-13 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Account PayableB-6-8FI - FINANCEFI-13 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Account PayableB-6-9FI - FINANCEFI-13 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Account PayableB-7-9BC - BOROUGH CLERK6 Yr Retention FY2016 FY2023 Games of Chance and skill permit applicationsE-4-10 CD - COMMUNITY DEVELOPMENT6 Yr Retention FY2016 FY2023 Correspondence, reports, ownership files related to animal control issues, junk removal, including vehicles, solid waste and litter control, and building official E-5-13(sharedbox)BC-51 / Onsite: 2 Yrs Cen.: 4 YrsCD-10 / Onsite: 2 Yrs Cen.: 13 YrsAGENDA ITEM #19.B.2.
Submission Of A Report of Records That Are Eligible For Disposal Page 226 of 231
6/8/2022 2022 Records Destruction ReportPage 4DepartmentSeries and Retention FTotal RetentionCreatedDestroySeries DescriptionRecords LoCD - COMMUNITY DEVELOPMENT15 Yr Retention FY2007 FY2023 Agendas, public hearing records, and items presented to the commission for action.E-5-13(sharedbox)CD - COMMUNITY DEVELOPMENT15 Yr Retention FY2007 FY2023 Agenda packets, rosters and correspondence relating to Borough recreational activities. This includes advisory boards.E-5-13(sharedbox)BC - BOROUGH CLERKPermanent RecordFY2007 FY2023 Agenda packets containing backup correspondence & reports distributed to assembly members for discussion at assembly meetingsE-7-03AO - ASSESSOR'S OFFICE 6 Yr Retention FY2016 FY2023 Personal property assessment forms filled out by tax payer and filed in the assessor's office with related attachmentsF-1-06FI - FINANCE FI-13 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Account Payable F-5-04(sharedbox)FI - FINANCEFI-22 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Completed health and life insurance forms, duplicate of personnel actions and cafeteria plan records (pre-tax deductions). Retention time begins with F-5-04(sharedbox)FI - FINANCEFI-13 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Account PayableF-6-05(sharedbox)FI - FINANCEFI-39 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 SEVERANCE, TRANSIENT, EXCISE AND FISH TAXESF-6-05(sharedbox)CD-10 / Onsite: 2 Yrs Cen.: 13 YrsCD-10 / Onsite: 2 Yrs Cen.: 13 YrsBC-05 / Packets: Onsite: 2 Yrs Cen.: 15 Yrs Agendas: Onsite: 2 Yrs Cen.: Per.AO-08 / Onsite: 2 Yrs / Cen.: 4 YrsAGENDA ITEM #19.B.2.
Submission Of A Report of Records That Are Eligible For Disposal Page 227 of 231
6/8/2022 2022 Records Destruction ReportPage 5DepartmentSeries and Retention FTotal RetentionCreatedDestroySeries DescriptionRecords LoFI - FINANCE FI-13 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2023 Account Payable H-5-09(sharedbox)FI - FINANCEFI-43 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2016 FY2023 Central treasury monthly reconciliations.H-7-06(sharedbox)MG - MANAGER'S OFFICE7 Yr Retention FY2015FY2023 Files related to the administration of Borough appropriations to local non-profit organizations.I-5-02FI - FINANCEFI-33 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Invoice reports; invoice copies; aging report; and copy of billsA-2-09MG - MANAGER'S OFFICE7 Yr Retention FY2014FY2022 Files related to the administration of Borough appropriations to local non-profit organizations.A-2-16FI - FINANCEFI-06 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Journal Vouchers - Accounting ReportsA-3-1FI - FINANCEFI-15 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Cash receipts filed in daily business envelope w/bank deposit slips remit advise portion of checks, utility bills receipts, and printout of tax payments.A-3-13FI - FINANCE FI-15 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Cash receipts filed in daily business envelope w/bank deposit slips remit advise portion of checks, utility bills receipts, and printout of tax payments.A-3-14MG-18 / Onsite: 1 Yrs Cen.: 6 YrsMG-18 / Onsite: 1 Yrs Cen.: 6 YrsAGENDA ITEM #19.B.2.
Submission Of A Report of Records That Are Eligible For Disposal Page 228 of 231
6/8/2022 2022 Records Destruction ReportPage 6DepartmentSeries and Retention FTotal RetentionCreatedDestroySeries DescriptionRecords LoFI - FINANCE FI-06 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Journal Vouchers - Accounting ReportsA-3-2FI - FINANCE FI-06 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Journal Vouchers - Accounting ReportsA-3-3FI - FINANCE FI-15 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Cash receipts filed in daily business envelope w/bank deposit slips remit advise portion of checks, utility bills receipts, and printout of tax payments.A-4-13FI - FINANCE FI-15 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Cash receipts filed in daily business envelope w/bank deposit slips remit advise portion of checks, utility bills receipts, and printout of tax payments.A-4-14FI - FINANCE FI-15 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Cash receipts filed in daily business envelope w/bank deposit slips remit advise portion of checks, utility bills receipts, and printout of tax payments.A-5-13FI - FINANCE FI-33 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Invoice reports; invoice copies; aging report; and copy of billsA-5-14FI - FINANCE FI-36 / Onsite: 2 Yrs Cen.: 5 Yrs7 Yr Retention FY2014 FY2022 Fund Investment Records - Includes buy/sell orders; confirmations; safekeeping advices' and ledgers.A-5-15FI - FINANCE FI-06 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Journal Vouchers - Accounting ReportsA-5-16AGENDA ITEM #19.B.2.
Submission Of A Report of Records That Are Eligible For Disposal Page 229 of 231
6/8/2022 2022 Records Destruction ReportPage 7DepartmentSeries and Retention FTotal RetentionCreatedDestroySeries DescriptionRecords LoFI - FINANCE FI-33 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Invoice reports; invoice copies; aging report; and copy of billsA-6-13FI - FINANCE FI-33 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Invoice reports; invoice copies; aging report; and copy of billsA-6-16BC - BOROUGH CLERK 6 Yr Retention FY2015 FY2022 Liquor license and marijuana applications and back-up information. This series documents the processing of liquor and marijuana licenses in cooperation E-5-09CD - COMMUNITY DEVELOPMENT15 Yr Retention FY2006 FY2022 Agendas, public hearing records, and items presented to the commission for action.E-5-10(sharedbox)AO - ASSESSOR'S OFFICE6 Yr Retention FY2015 FY2022 Personal property assessment forms filled out by taxpayer and filed in the assessor’s office with related attachments.F-4-04FI - FINANCEFI-13 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Accounts PayableF-6-04FI - FINANCEFI-22 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Completed health and life insurance forms, duplicate of personnel actions and cafeteria plan records (pre-tax deductions). Retention time begins with F-6-04FI - FINANCE FI-39 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2014 FY2022 Severance timber, gravel and fish, transient accommodations, and marijuana and tobacco excise tax forms filed with borough; quarterly schedules of revenues collected F-7-04(sharedbox)BC-43 / Onsite: 2 Yrs Cen.: 4 Yrs Total 6 YrsCD-10 / Onsite: 2 Yrs Cen.: 13 YrsAO-08 / Onsite: 2 Yrs / Cen.: 4 YrsAGENDA ITEM #19.B.2.
Submission Of A Report of Records That Are Eligible For Disposal Page 230 of 231
6/8/2022 2022 Records Destruction ReportPage 8DepartmentSeries and Retention FTotal RetentionCreatedDestroySeries DescriptionRecords LoFI - FINANCE FI-22 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2022 Completed health and life insurance forms, duplicate of personnel actions and cafeteria plan records (pre-tax deductions). Retention time begins with H-5-09(sharedbox)FI - FINANCEFI-29 / Onsite: 1 Yrs Cen.: 6 Yrs7 Yr Retention FY2015 FY2022 Statements of employee earnings - W-2's; W-4's; FICA; PERS; 1098's;and 1099's. IAW AlaskaGuidelines.H-7-09MG - MANAGER'S OFFICE7 Yr Retention FY2014FY2022 Files related to the administration of Borough appropriations to local non-profit organizations.I-5-01CD - COMMUNITY DEVELOPMENT15 Yr Retention - Hold these records untill after retention revisionFY2005 FY2021-HELDAgendas, public hearing records, and items presented to the commission for action.E-6-14(sharedbox)HOLDCD - COMMUNITY DEVELOPMENT15 Yr Retention - Hold these records untill after retention revisionFY2004 FY2020-HELDAgendas, public hearing records, and items presented to the commission for action.E-1-14(sharedbox) -HOLDCD - COMMUNITY DEVELOPMENT15 Yr Retention - Hold these records untill after retention revisionFY2004 FY2020 Agenda packets, rosters and correspondence relating to Borough recreational activities. This includes advisory boards.E-1-14(sharedbox)HOLDBC - BOROUGH CLERK5 Yr Retention FY2013 FY2019 Board members applications, affirmations, acknowledgements, notices of appointments, resignations, and correspondenceE-1-05FI - FINANCEFI-48 / Onsite: 3 YrsFY2013 thru FY2014FY2018 Travel Authorizations and backup documentation for all Borough-related travel.H-7-04MG-18 / Onsite: 1 Yrs Cen.: 6 YrsBC-69 / Onsite: 2 Yrs Cen.: 3 YrsCD-10 / Onsite: 2 Yrs Cen.: 13 YrCD-10 / Onsite: 2 Yrs Cen.: 13 YrsCD-10 / Onsite: 2 Yrs Cen.: 13 YrsAGENDA ITEM #19.B.2.
Submission Of A Report of Records That Are Eligible For Disposal Page 231 of 231
Kodiak Island Borough
Assembly Regular Meeting Guidelines
Thursday, June 16, 2022, 6:30 p.m., Assembly Chambers
1. INVOCATION
SARGENT MAJOR DAVID BLACKETER OF THE SALVATION ARMY.
2. PLEDGE OF ALLEGIANCE
MAYOR ROBERTS.
3. STATEMENT OF LAND ACKNOWLEDGEMENT
MAYOR ROBERTS.
We are gathered on the traditional homeland of the Sugpiaq, Alutiiq
people and acknowledge the 10 tribes of the Kodiak Alutiiq Region.
We recognize the Alutiiq culture that enriches our community to this
day.
4. ROLL CALL
KIBC 2.25.070... the chair shall cause the record to reflect the absence
of the member, the reason for the absence, and whether the absence is
excused by the assembly.
Recommended motion: Move to excuse Assembly Member Delgado,
who is absent due to medical reasons, Assembly Member Griffin
who is absent due to personal leave, and Assembly Member Smith
who is absent due to work matters.
ROLL CALL VOTE ON MOTION.
5. APPROVAL OF AGENDA AND CONSENT AGENDA
All items listed with an asterisk (*) are considered to be routine and non-
controversial by the Assembly and will be approved by one motion.
Recommended motion: Move to approve the agenda and consent
agenda.
VOICE VOTE ON MOTION.
6. *APPROVAL OF MINUTES (Approved under consent agenda.)
A. May 26, 2022, Special Meeting Minutes and June 2, 2022, Regular
Meeting Minutes
Page 1 of 8
The motion that is on the floor is: Move to adopt Ordinance
No. FY2022-17.
Assembly discussion.
Recommended motion: Move to amend Ordinance No.
FY2022-17 by substitution with Version 2.
Assembly discussion.
ROLL CALL VOTE ON MOTION TO AMEND.
ROLL CALL VOTE ON MAIN MOTION AS AMENDED.
14. CONSIDERATION OF CALENDAR - NEW BUSINESS
14.A. CONTRACTS
Contract No. FY2022-40 Approval Of The Borough Clerk
Employment Agreement With Nova M. Javier, MMC
Recommended motion: Move to approve Contract No.
FY2022-40 employment agreement with Nova M. Javier,
MMC.
Staff report - Roxanne Murphy, Borough Manager
Assembly discussion.
Clerk's note; The Assembly may convene into executive
session without the Clerk. The Clerk may be invited in at a
later time.
Recommended motion: Move to enter into executive
session to discuss the Borough clerk employment under the
authority of KIBC 2.30.030(F) for the purpose of discussing
matters which may tend to prejudice the reputation or
character of the person, who has been notified of the
potential executive session.
ROLL CALL VOTE ON THE MOTION
Recommended motion: Move to invite the Mayor and
Assembly. Clerk Javier will be invited in at a later time.
VOICE VOTE ON MOTION
Page 3 of 8
3. Resolution No. FY2023-04 A Resolution Of The Assembly
Of The Kodiak Island Borough, Declaring That The Existing
Apportionment Of The Kodiak Island Borough Assembly
Meets The Standards Of As 29.20.060 And Is Consistent
With The Equal Representation Standards Of The
Constitution Of The United States; Placing On The Ballot
For The October 4, 2022, Regular Borough Election, The
Question To Retain The Existing Form Of Assembly
Representation
Recommended motion: Move to adopt Resolution No.
FY2023-04
Staff report — Nova M. Javier, Borough Clerk.
Assembly discussion.
ROLL CALL VOTE ON THE MOTION.
14.C. ORDINANCES FOR INTRODUCTION
1. Ordinance No. FY2022-02B An Ordinance Of The
Assembly Of The Kodiak Island Borough Amending
Ordinance No. FY2022-02, Fiscal Year 2022 Budget, By
Amending Budgets To Account For Various Revenues That
Are Over Budget, Providing For Additional Expenditures,
And Moving Funds Between Projects
Recommended motion: Move to advance Ordinance
No. FY2022-02B to public hearing at the next Assembly
regular meeting.
Staff report — Dora Cross, Finance Director.
Assembly discussion.
ROLL CALL VOTE ON THE MOTION
Page 5 of 8
W61
IN
17
14.D. OTHER ITEMS —None.
CITIZENS' COMMENTS. (Limited To Three Minutes Per Speaker)
Read the phone numbers: Local is 907-486-3231; Toll Free is 1-855-492-9202
Please ask speakers to:
1. Sign in and state their name for the record
2. Turn on the microphone before speaking
3. Address all remarks to the assembly as a body and not to any
member thereof
4. If calling in — turn off any listening devices to prevent
feedback
ASSEMBLY MEMBERS' COMMENTS
Mayor Roberts:
The next Assembly work session is scheduled for Thursday, June 30,
2022, at 6:30 p.m. in Borough Assembly Chambers. The next regular
meeting is scheduled for Thursday, July 7, 2022, at 6:30 p.m. in the
Borough Assembly Chambers.
The Borough Offices will be closed on Monday, June 20 in observance of
the Juneteenth Holiday and on Monday, July 4 in observance of
Independence Day.
EXECUTIVE SESSION
A. Borough Manager's Performance Evaluation
Recommended motion: Move to convene into executive
session to discuss Borough Manager's Performance
Evaluation, a subject that qualifies for executive
session as a matter that may tend to prejudice a
character or reputation of a person.
ROLL CALL VOTE ON MOTION.
Recommended motion: Move to invite the Mayor and
Assembly members into executive session.
VOICE VOTE ON MOTION.
Page 7 of 8
KODIAK ECONOMIC Strategic Plan (2027) and
DEVELOPMENT Strategic Operating Priorities (2022-2023)
CORPORATION March 2022
CORE PURPOSE Strengthening Kodiak's economic present and future - Advocating,
Connecting, Innovating, Driving
CORE VALUES Relationships d Diversity °+Entrepreneurial oSustainable ;*Hope
CORE OUTCOMES Advocating for a healthy business climate.
Connecting all stakeholders committed to economic development.
Innovating to bring in new businesses to strengthen Kodiak's
economic future.
Driving support for existing businesses to strengthen Kodiak's
economic present.
CORE GEOGRAPHY Kodiak Island
ENVISIONED FUTURE (2030): KEDC is recognized across the state as an effective business
incubator, with the financial resources to support the development of the Kodiak economy.
ENVISIONED FUTURE (2027): By 2027, the Kodiak Economic Development Corporation
envisions an exciting and inspiring future in which it is recognized as a resource for
comprehensive economic development information and taking proactive action across Kodiak
Island.
Achieving this envisioned future relies on KEDC the following Strategic Priorities between now
and 2027:
STRATEGIC OPERATING PRIORITIES (2022 - 2027)
• Solid Organizational Foundation: The KEDC organization has established a solid
organizational foundation to effectively meet its Core Purpose, with robust governance in
place, creating a self-sustaining financial footing, and building sustainable human resources
• Stellar Reputation: KEDC has developed a stellar reputation throughout the state for
effective economic development
• Expanded Reach: KEDC has effectively expanded its reach to cover the entire Kodiak
Archipelago
• Strong, Healthy Partnerships: KEDC has identified and pursued partnerships that
significantly improve its ability to meet its Core Purpose
• Diverse, Mission -Focused Economic Development: KEDC is a recognized advocate,
addressing diverse issues with clear impact on Kodiak's economic present and future
Under each of the above Strategic Operating Priorities, the Kodiak Economic Development
Corporation will address specific objectives over the next two years - 2022 through 2023.
Implementation details on objectives are presented in the next section of the Strategic Plan.
11
Strategic Plan (2027) and
Strategic Operating Priorities (2022-2023)
March 2022
PRIORITY — Stellar Statewide Reputation: KEDC has developed a stellar reputation throughout
the state for effective economic development
• Position KEDC to be an active participant in the upcoming regional CEDS rewrite
• Determine the most appropriate advocacy role for KEDC in encouraging the City of Kodiak
to release city land that can be used for expanded housing
Board to explore putting on an Economic Forum/Summit in Kodiak in 2022/2023
u Consider something modeled after Juneau EDC's recent Innovation Summit
PRIORITY — Expanded Reach: KEDC has effectively expanded its reached to cover the entire
Kodiak Archipelago
• Develop and implement partnerships and strategies that acknowledge the essential role of
village economies in the island -wide economic development
4:i Consider these questions in supporting this effort:
■ What does/can KEDC get from villages around ED?
■ What does/can KEDC offer to villages around ED?
PRIORITY — Strong, Healthy Partnerships: KEDC has identified and pursued partnerships that
significantly improve its ability to meet its Core Purpose
• Revisit the agreement with the City of Kodiak to develop a less proscriptive, more forward -
thinking relationship
• Continue to connect with other economic development leaders around the state to seek
mentoring support and technical assistance
For instance, Kenai Peninsula Economic Development, Anchorage Economic
Development, Juneau Economic Development, and others
PRIORITY — Diverse, Mission -Focused Economic Development: KEDC is a recognized advocate,
addressing diverse issues with significant impact on Kodiak's economic present and future
• Acknowledging the top three action goals as Housing, Mariculture, and economic
information resource are top priorities for KEDC. In the short-term, develop a Filter/Criteria
to help the board and eventual staff determine which other issues to advocate for
Housing and Workforce
o Continue to utilize the existing KEDC Housing/Workforce Committee
■ Determine the most appropriate course of action for KEDC
Regional Mariculture
o Continue to network with processors and harvesters and explore opportunities for
funding and expansion of the kelp industry in Kodiak. Strengthen relationships with
AFDF, AK Mariculture Alliance, and AK Sea Grant to promote Kodiak's role in the kelp
industry
■ Attend trade shows or regional conferences
31
Strategic Plan (2027) and
Strategic Operating Priorities (2022-2023)
March 2022
OUR CORE VALUES DEFINED
Relationships
• It's all about the people of Kodiak
• We are a community that relies on relationships to get things done
Diversity
• Diversify economy
• Expand reach throughout the entire Kodiak Island
Entrepreneurial
• Promote environment that supports/encourages development of new ideas, opportunities
• Create network through contacts throughout industry groups
Sustainable
• Sustainable economy = sustainable community
• Sustainable KEDC
Hope
• Offering hope/support/mentoring to existing businesses to create resiliency
• Offering pathways, connections, networks to new business startups
51
J0BSea
Economic Overview
City of Kodiak, AK
. KODIAK ECONOMIC
(j,♦ DEVELOPMENT
CORPORATION
Kodiak Economic Development Corporation
Box 669
Kodiak, AK 99615
907-942-4650
www.kodiakedc.org
Generously Sponsored by:
,I y aN irti;'Yatioti al Bank
1922-2022 .
DemographicProfile.......................................................................................................................................................... 3
EmploymentTrends.......................................................................................................................................................... 5
WageTrends...................................................................................................................................................................... 6
Costof Living Index............................................................................................................................................................ 7
IndustrySnapshot.............................................................................................................................................................. 8
OccupationSnapshot.......................................................................................................................................................10
IndustryClusters..............................................................................................................................................................12
EducationLevels..............................................................................................................................................................13
Cityof Kodiak, AK Regional Map.....................................................................................................................................14
FAQ..................................................................................................................................................................................15
This report is produced by the Anchorage Economic Development Corporation (AEDC). Data has been compiled using
JobsEQ (www.chmuraecon.com/jobseq).
For additional information regarding this report or other information regarding the Municipality of Anchorage and
Alaska economy, please contact:
Ms. Jenna Wright
Vice President
Anchoraee Economic Development Corp.
510 L Street, Suite 603, Anchorage, AK 99501
Direct: (907) 334-1203 1 Main: (907) 258-3700
iwrisht@aedcweb.com
AL D C
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(.opyi ighi U 2022 Uiinuie (� ofiormcs &A iialytics, All Rights Reserved
Demographic Profile
The population in the City of Kodiak, AK was 6,022 per American Community Survey data for 2015-2019.
The region has a civilian labor force of 3,503 with a participation rate of 71.0%. Of individuals 25 to 64 in the City of
Kodiak, AK, 23.3% have a bachelor's degree or higher which compares with 33.5% in the nation.
The median household income in the City of Kodiak, AK is $73,310 and the median house value is $255,000.
Summary'
tiUnI(F,IiobsE(Y.IItlp%;wwv/ iunur.(e(on.r!mi/Inh,",q
(-opy(ight (i )0' l hniiiia E( on In ( R Aim 1ytic�,. AAI Right Re waved. 00
Percent
value
City of Kodiak,
City of Kodiak,
AK
Alaska
USA
AK
Alaska
USA
Demographics
Population (ACS)
-
-
-
6,022
737,068
324,697,795
Male
56.6%
52.2%
49.2%
3,409
384,915
159,886,919
Female
43.4%
47.8%
50.8%
2,613
352,153
164,810,876
Median Age'
-
-
-
38.0
34.3
38.1
Under 18 Years
19.5%
25.0%
22.6%
1,176
184,394
73,429,392
18 to 24 Years
8.6%
9.8%
9.4%
519
72,088
30,646,327
25 to 34 Years
17.2%
16.2%
13.9%
1,037
119,324
45,030,415
35 to 44 Years
14.0%
12.7%
12.6%
843
93,384
40,978,831
45 to 54 Years
12.4%
12.3%
13.0%
746
90,697
42,072,620
55 to 64 Years
14.1%
12.8%
12.9%
847
94,598
41,756,414
65 to 74 Years
9.5%
7.6%
9.1%
574
56,287
29,542,266
75 Years, and Over
4.6%
3.6%
6.5%
280
26,296
21,241,530
Race: White
43.1%
64.6%
72.5%
2,595
476,015
235,377,662
Race: Black or African American
0.2%
3.3%
12.7%
12
24,205
41,234,642
Race: American Indian and Alaska Native
8.9%
14.9%
0.8%
536
109,751
2,750,143
Race: Asian
41.3%
6.2%
5.5%
2,486
45,920
17,924,209
Race: Native Hawaiian and Other Pacific Islander
0.5%
1.2%
0.2%
29
9,204
599,868
Race: Some Other Race
0.9%
1.5%
4.9%
54
11,308
16,047,369
Race: Two or More Races
5.1%
8.2%
3.3%
310
60,665
10,763,902
Hispanic or Latino (of any race)
5.8%
7.0%
180%
350
51,870
58,479,370
Economic
Labor Force Participation Rate and Size (civilian population 16 years
and over)
71.0%
67.6%
63.2%
3,503
374,582
163,555,585
Prime -Age Labor Force Participation Rate and Size (civilian population
25-54)
83.5%
81.7%
82.1%
2,173
239,517
104,634,905
Armed Forces Labor Force
1.7%
3.1%
0.4%
86
17,756
1,073,907
Veterans, Age 18-64
4.2%
9.9%
4.6%
165
44,726
9,143,042
Veterans Labor Force Participation Rate and Size, Age 18-64
78.2%
79.4%
76.6%
129
35,515
7,003,778
Median Household Income'
-
-
-
$73,310
$77,640
$62,843
Per Capita Income
-
-
-
$32,699
$36,787
$34,103
Mean Commute Time (minutes)
-
-
-
11.3
19.1
26.9
Commute via Public Transportation
0.0%
1.3%
5.0%
0
4,640
7,641,160
Educational Attainment, Age 25.64
No High School Diploma
9.8%
6.3%
10.9%
341
25,241
18,550,150
High School Graduate
33.8%
28.5%
25.7%
1,175
113,321
43,627,868
Some College, No Degree
25.9%
26.9%
20.7%
900
107,132
35,174,790
Associate's Degree
7.2%
9.0%
9.1%
249
35,713
15,526,064
Bachelor's Degree
17.0%
18.7%
21.2%
589
74,340
35,997,848
Postgraduate Degree
6.3%
10.6%
12.3%
219
42,256
20,961,560
Housing
tiUnI(F,IiobsE(Y.IItlp%;wwv/ iunur.(e(on.r!mi/Inh,",q
(-opy(ight (i )0' l hniiiia E( on In ( R Aim 1ytic�,. AAI Right Re waved. 00
Summary'
Percent
City of Kodiak, City of Kodiak,
AK Alaska USA AK
Total Housing Units - - - 2,163
Median House Value (of owner -occupied units)2 - - - $255,000
Homeowner Vacancy 0.0% 1.9% 1.6% 0
Rental Vacancy 5.2% 7.2% 6.0% 52
Renter -Occupied Housing Units (% of Occupied Units) 50.3% 35.7% 36.0% 938
Occupied Housing Units with No Vehicle Available (% of Occupied
15.9% 9.6% 8.6% 297
Units)
Social
Poverty Level (of all people)
8.6%
10.7%
13.4%
Households Receiving Food Stamps/SNAP
8.9%
10.5%
11.7%
Enrolled in Grade 12 (% of total population)
2.4%
1.4%
1.4%
Disconnected Youth3
0.0%
2.7%
2.5%
Children in Single Parent Families (%of all children)
31.1%
31.1%
34.1%
Uninsured
15.5%
13.6%
8.8%
With a Disability, Age 18-64
8.8%
11.0%
10.3%
With a Disability, Age 18-64, Labor Force Participation Rate and Size
63.6%
51.3%
42.2%
Foreign Born
36.2%
7.8%
13.6%
Speak English Less Than Very Well (population 5 yrs and over)
30.9%
4.7%
8.4%
.oww lobsE
1 A. n C...... n ly .u.," 2015 1019, unless noted otherwse
2 PAeJ.en values n,. certain aggregate regions (such as MSAs) may be est med as the
v.eighted averages of the median values from
the composing counties
3 f,isconneeted 7 ,th are 10.19 yea. olds who are (1) not in school, (2) or high school graduates, and (3) either unemployed
or not in
the labor force
h Census Pupulabcn Estunate for 1020, annual average growth rate since 2010
S:nat jobs' -O" httji:%%wt^r r.rhnItIfaecofI CofiI/jobse(I
l lijht (i) !OL1 011r!rra Ei•oIiorllit: s & AIialytics, All Rights Reserved.
Value
Alaska
316,901
$270,400
3,202
7,131
90,350
24,413
USA
137,428,986
$217,500
1,257,737
2,793,023
43,481,667
10,395,713
510
76,933
42,510,843
166
26,713
14,171,567
145
10,514
4,422,344
0
983
423,273
340
54,078
23,790,005
912
97,156
28,248,613
343
49,310
20,187,604
218
25,290
8,509,463
2,178
57,667
44,011,870
1,744
32,096
25,615,365
Employment Trends
As of 2021Q4, total employment for the City of Kodiak, AK was 4,157 (based on a four -quarter moving average). Over
the year ending 2021Q4, employment declined 2.3% in the region.
Employment for City of Kodiak, AK
'rtltJrtt , 9 i I .„r P-114ftI !rlr]r]I n;. Illy
City of Kodiak, AK (-2.3%) – Alaska (3.5%) — USA (4.5%)
0
Fmnioyrnont dain are derived fr s , tt•e Ouaneny Census of Employment and Wages, provided by the Bureau of Labor Statistics and imputed sLerr necessary haVi ara through M;) l r> r
:nth praloninary eshmaig- i.rt datod to 202 iO4
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Wage Trends
The average worker in the City of Kodiak, AK earned annual wages of $50,727 as of 2021Q4. Average annual wages
per worker increased 3.9% in the region over the preceding four quarters. For comparison purposes, annual average
wages were $65,055 in the nation as of 2021Q4.
Average Annual Wages for City of Kodiak, AK
tIri .
?0 11 7srIQI 2p14QI 201' '016Q1 2017Q1 2018Q1 2019Q1 2020Q1 2021Q1
City of Kodiak, AK (3.9%) —Alaska (0.9%) — USA (4.8%)
Annual avefage wayes par worker data are derived from the Ouarterly Census of Employment and Wages, provided by the Bureau of Labor Staashcs aril imputed where necessary Data are
updateu tivouyh 20210:5'111th preiimmaiy estunates updated to 202104
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f-01.;1i'nF111 T; 2022 1..11111!na Er:irnunliC: vt Analytics, All Rights Reserved.
'Cost of Living Index
The Cost of Living Index estimates the relative price levels for consumer goods and services. When applied to wages
and salaries, the result is a measure of relative purchasing power. The cost of living is 26.6% higher in City of Kodiak,
AK than the U.S. average.
Cost of Living Information
City of Kodiak, AK
Alaska
USA
Source lobsE
Dma a, of 20.1104
Cost of living per COLI, data as of 202 104, ,Hooted by Ch-- vd—e necessary
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(.ot,•1ii;i,i: rc; ).022 Chmt.lrt Econornics & Analvlir.s. All Ri hrs Reserved.
Cost of Living Index
Annual Average Salary (Base US)
$50,727 126.6
$60,457 124.8
$65,055 100.0
US Purchasing Power
$40,069
$48,444
$65,055
r
00
Industry Snapshot
The largest sector in the City of Kodiak, AK is Manufacturing, employing 1,100 workers. The next -largest sectors in
the region are Health Care and Social Assistance (652 workers) and Public Administration (451). High location
quotients (LQs) indicate sectors in which a region has high concentrations of employment compared to the national
average. The sectors with the largest LQs in the region are Manufacturing (LQ = 3.25), Public Administration (2.27),
and Agriculture, Forestry, Fishing and Hunting (2.25).
Total Workers for City of Kodiak, AK by Industry
Unclassified0.0% j Agriculdue, Forestry, Fishing and Hunting3.0%
Public Adminlstration10.8%�Mining, Quarrying, and Oil and Gas Extraction0.3% Uttllties0.3%
Other Services (except Public Administration�.2% ` Construction2.0%
Accommodation and Food Servioes6.7%
Arts, Entertainment, and Recreationl.4%
Health Care and Social Assistancel5.7%
Educational Services9.8%
Management of Companies and Enterprises1.0%
Adminlstradve and Suppport and Waste Management and
Remediation SeryIces
0.8%
Manufacturing26.5%
Wholesale Trade0.8%
Retail Tmde7.9%
Transportation and Warehousing3.7%
hyformadon0.7%
Finance andlnsurancel.2%
Real Estate and Rental and Leasingl.4%
Professional, Scientific, and Technical Servicesl.7%
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of tabor Statistics and imputed where necessary. Data are updated through 2021Q3 with preliminary
estimates updated to 202104.
Sectors in the City of Kodiak, AK with the highest average wages per worker are Management of Companies and
Enterprises ($96,283), Utilities ($95,812), and Mining, Quarrying, and Oil and Gas Extraction ($77,701). Regional
sectors with the best job growth (or most moderate job losses) over the last 5 years are Health Care and Social
Assistance (+48 jobs), Public Administration (+45), and Management of Companies and Enterprises (+18).
Over the next 1 year, employment in the City of Kodiak, AK is projected to contract by 64 jobs. The fastest growing
sector in the region is expected to be Information with a +1.5% year -over -year rate of growth. The strongest forecast
by number of jobs over this period is expected for Accommodation and Food Services (+1 jobs), Arts, Entertainment,
and Recreation (0), and Information (0).
:,uf,.. 14,hsi.W IIH:): hiriIra eco IIco( ll;jobie(I
I iIryi ip iii C, 20_12 UIII oiin f :.Uli0(mC,, & Analytics. All Rights Reserved.
City of Kodiak, AK, 2021Q41
\o
eo
Current
5 -Year History
1 -Year Forecast
Avg Ann
Empl
Total
Empl
Ann %
NAICS
Industry
Empl
Wages
LQ
Change
Ann %
Demand
Exits
Transfers
Growth
Growth
31
Manufacturing
1,100
$43,002
3.25
-482
-70%
92
39
74
-21
-1.9%
Health Care and Social
62
652
$58,991
1.07
48
1.6%
55
28
34
-7
-1.0%
Assistance
92
Public Administration
451
$61,363
2.27
45
2.1%
33
16
26
-9
-2.1%
61
Educational Services
406
$44,843
1.21
6
-0.3%
31
17
21
-7
-1.7%
44
Retail Trade
330
$33,284
0.76
-6
0.3%
33
18
26
-11
-3.3%
Accommodation and Food
72
279
$27,824
0.84
49
3.2%
48
20
27
1
0.2%
Services
Other Services (except
81
174
$32,593
0.97
22
2.4%
18
8
11
1
0.7%
Public Administration)
Transportation and
48
154
$59,744
0.74
36
4.1%
15
7
10
2
1.1%
Warehousing
Agriculture, Forestry, Fishing
11
126
$71,663
2.25
1
0.2%
12
6
9
-3
-2.1%
and Hunting
23
Construction
83
$68,285
0.34
-1
-0.1%
6
3
5
-2
-1.9%
Professional, Scientific, and
54
69
$49,434
0.23
3
0.8%
5
2
4
1
1.5%
Technical Services
Real Estate and Rental and
53
60
$65,724
0.82
32
8.3%
5
2
3
1
1.7%
Leasing
Arts, Entertainment, and
71
57
$27,786
0.79
-18
-5.4%
8
3
5
0
0.5%
Recreation
52
Finance and Insurance
51
$57,186
0.30
-14
-4.8%
3
2
3
-1
-2.7%
Management of Companies
55
40
$96,283
0.63
18
13.3%
3
1
2
-1
-2.1%
and Enterprises
Administrative and Support
56
and Waste Management
35
$41,163
0.13
-28
-11.1%
3
2
2
-1
-1.7%
and Remediation Services
42
Wholesale Trade
33
$42,820
0.21
-5
-3.0%
3
1
2
-1
-2.0%
51
Information
31
$42,549
0.37
-10
-5.2%
3
1
2
0
1.5%
Mining, Quarrying, and Oil
21
13
$77,701
0.89
12
n/a
1
0
1
0
1.4%
and Gas Extraction
22
Utilities
13
$95,812
0.58
-20
-17.2%
1
0
1
-1
-4.2%
99
Unclassified
0
n/a
0.00
-2
n/a
0
0
0
0
-1.6%
Total - All Industries
4,157
$50,727
1.00
-605
-2.7%
386
177
273
-64
-1.6%
,c.... r., JobsE
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eo
Occupation Snapshot
The largest major occupation group in the City of Kodiak, AK is Production Occupations, employing 590 workers. The
next -largest occupation groups in the region are Office and Administrative Support Occupations (489 workers) and
Transportation and Material Moving Occupations (426). High location quotients (LQs) indicate occupation groups in
which a region has high concentrations of employment compared to the national average. The major groups with the
largest LQs in the region are Farming, Fishing, and Forestry Occupations (LQ = 3.01), Production Occupations (2.46),
and Life, Physical, and Social Science Occupations (1.40).
Occupation groups in the City of Kodiak, AK with the highest average wages per worker are Healthcare Practitioners
and Technical Occupations ($119,000), Management Occupations ($109,800), and Legal Occupations ($101,200). The
unemployment rate in the region varied among the major groups from 1.4% among Healthcare Practitioners and
Technical Occupations to 9.9% among Personal Care and Service Occupations.
Over the next 1 year, the fastest growing occupation group in the City of Kodiak, AK is expected to be Personal Care
and Service Occupations with a +0.1% year -over -year rate of growth. The strongest forecast by number of jobs over
this period is expected for Food Preparation and Serving Related Occupations (0 jobs) and Personal Care and Service
Occupations (0). Over the same period, the highest separation demand (occupation demand due to retirements and
workers moving from one occupation to another) is expected in Production Occupations (63 jobs) and Transportation
and Material Moving Occupations (51).
City of Kodiak, AK, 2021Q41
Current
5 -Year History
1 -Year Forecast
Mean Ann
Unempl
Online
Empl
Total
Empl
Ann %
SOC Occupation
Empl
Wages2
LQ
Unempl
Rate
Job Ads
Change
Ann %
Demand
Exits
Transfers
Growth
Growth
51.0000 Production
590
$38,900
2.46
19
5.2%
n/a
-268
-7.2%
51
22
41
-11
-1.9%
43-0000 Office and
489
$45,700
0.93
17
4.2%
n/a
-71
-2.7%
38
22
27
-11
-2.3%
Administrative Support
53-0000 Transportation and
426
$51,800
1.19
30
7.2%
n/a
-112
-4.5%
44
19
32
-7
-1.6%
Material Moving
25-0000 Educational Instruction
310
$58,000
1.36
7
3.2%
n/a
5
0.3%
20
12
13
-5
-1.5%
and Library
35-0000 Food Preparation and
290
$31,600
0.89
23
8.9%
n/a
-40
-2.6%
50
21
29
0
0.0%
Serving Related
11-0000 Management
279
$109,800
1.08
7
2.4%
n/a
-27
-1.9%
16
6
14
-4
-1.6%
29-0000 Healthcare Practitioners
254
$119,000
1.04
2
1.4%
n/a
23
1.9%
10
6
6
-3
-1.2%
and Technical
41-0000 Sales and Related
243
$38,100
0.61
15
6.4%
n/a
-20
-1.5%
23
13
18
-7
-28%
Installation,
49-0000 Maintenance, and
188
$60,600
1.19
5
3.1%
n/a
-52
-4.8%
14
6
11
-3
-1.5%
Repair
31-0000 Healthcare Support
164
$50,400
0.89
5
4.2%
n/a
24
3.3%
18
9
11
.1
0.5%
13-0000 Business and Financial
135
$79,400
0.54
3
2.6%
n/a
-1
0.2%
8
3
7
-2
-1.8%
Operations
Building and Grounds
37-0000 Cleaning and
118
$37,900
0.86
8
6.7%
n/a
-24
-3.6%
13
7
8
-2
-1.4%
Maintenance
33.0000 Protective Service
103
$64,300
1.18
3
3.7%
n/a
0
-0.1%
9
5
6
-2
-1.7%
47-0000 Construction and
103
$60,500
0.53
10
7.2%
n/a
1
0.1%
8
3
7
-2
-1.6%
Extraction
21-0000 Community and Social
92
$58,600
1.25
1
2.2%
n/a
-13
-2.6%
8
3
6
-1
-1.1%
Service
39-0000 Personal Care and
86
$33,900
0.83
7
9.9%
n/a
-8
-1.8%
12
6
7
0
0.1%
Service
450000 Farming, Fishing, and
83
$52,200
3.01
12
8.8%
n/a
-22
-4.6%
10
4
8
-2
-1.8%
Forestry
City of Kodiak, AK, 2021Q41
N&M
eo
Current
5 -Year History
1 -Year Forecast
Mean Ann
Unempl
Online
Empl
Total
Empl
Ann %
SOC Occupation
Empl
Wages=
LQ
Unempl
Rate
Job Ads
Change
Ann %
Demand
Exits
Transfers
Growth
Growth
19-0000 Life, Physical, and Social
53
$73,700
1.40
1
3.4%
n/a
2
0.8%
4
1
4
-1
-1.7%
Science
15-0000 Computer and
51
$87,400
0.36
1
1.8%
n/a
7
3.0%
2
1
2
-1
-2.1%
Mathematical
Arts, Design,
27-0000 Entertainment, Sports,
44
$52,100
0.60
2
6.7%
n/a
3
-1.4%
4
3
D
1.1:':.
and Media
17-0000 Architecture and
38
$85,500
0.54
1
2.6%
n/a
-2
-0.8%
2
1
2
-1
-1.9%
Engineering
23.0000 Legal
17
$101,200
0.48
0
n/a
n/a
1
1.3%
1
0
1
0
-1.7%
Total- All Occupations
4,157
$59,400
1.00
n/a
n/a
n/a
-605
-2.7%
366
170
261
-64
-1.61/6
---- lobsE
n:::, .-,, of 202'011 :,oln,.
it.ria ..�.?.i •l.t a �Ji: r.rtr, Itt.-. i. ..i ..'•iR•.
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_ ... �rf5•
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= .r >.
.n,
N&M
eo
Industry Clusters
A cluster is a geographic concentration of interrelated industries or occupations. The industry cluster in the City of
Kodiak, AK with the highest relative concentration is Food Mfg. with a location quotient of 21.28. This cluster
employs 1,048 workers in the region with an average wage of $42,235. Employment in the Food Mfg. cluster is
projected to contract in the region about 1.9% per year over the next ten years.
Industry Clusters for City of Kodiak, AK as of 2021 Q4
to
0
A ricultural
CD LQ 18t FrelghlTran
LQ 0.81
U)
pt Woodd''vaper
m LQ: t}4
Auto • Auto related
ed LQ 0 6t
Im
m
G!
Q Education
LQ 1.23
Re ail Consy�er Svc.
LO! 0.62 LO: 0,M'
Average Annual Employment Forecast Rate(%) 2021 Q4-2031 Q4
A 01am.11 quuuera and a,:erayr mage tiara are oenued from Ore quarterly Census of Employment and Wages provided by the Bureau of Labor Statistics enputeo here necessary. and updated
tiat.uyh R12 103 v:nh pteiunwnary esemaleS updated to 202104 Forecast employment growth uses national projections from the Bureau of Labor Stalr,tu.s adapted for regtonat growth patterns
,:wt—. ; ;L 1 0'. h!ild:j!wr:^�s+1 .:.ltnittr i_c.un cc m,p;h etl � I '
f : yttt)tt (c, _'U. t.Lnrn;t Et_uruunics An;dyth.`.. All Itight.5 Re%eiveil. ea
Education Levels
Expected growth rates for occupations vary by the education and training required. While all employment in the City
of Kodiak, AK is projected to contract 1.6% over the next ten years, occupations typically requiring a postgraduate
degree are expected to contract 1.2% per year, those requiring a bachelor's degree are forecast to contract 1.6% per
year, and occupations typically needing a 2 -year degree or certificate are expected to contract 1.3% per year.
Annual Average Projected Job Growth by Training Required for City of
Postgraduate degree ($136.400)
Bachelor s degree (S94.0001 1.6%
7 year deg,,+e nr certificate iS67 700)
Previous vror+ e.vpenenr:c no avrard ;$63.100)
Long Wun training. no erp, no avrard ($62200)
Medente4erm OJT• no e,p. no avrard ($46.900)
Short term 0.117. no erp• no avranl lS36 0001
411 Levels t$56.500)
I9'•6 17;; -1 5;: -13':,. 117, 0.9°; -QT;
Eng±loy!"ent by occupatron nala are eslunates areas of 702104 Fduvahon lerels of occupahons are based on BI S assignments Fore cast emplo7menl oro-,Ih uses nahnnal 11-1— nnn< Fes•:, ;•,r-
BwP-atl of Labor Statistics adawed for raglonal grouch patterns
`,rvrr Inb:E(?.`, httal:%/vr.v+.a.r.hrnllr.IecoI1.coln/johseq �i I
l-opyl!�;ill (i M22Chrnural Econr,rnics': 11nr11vtir-s, loll Rights h.eselvecl. ■ 00
City of Kodiak, AK Regional Map
FAQ
What is a location quotient?
A location quotient (LQ) is a measurement of concentration in comparison to the nation. An LQ of 1.00 indicates
a region has the same concentration of an industry (or occupation) as the nation. An LQ of 2.00 would mean the
region has twice the expected employment compared to the nation and an LQ of 0.50 would mean the region
has half the expected employment in comparison to the nation.
What is separation demand?
Separation demand is the number of jobs required due to separations—labor force exits (including retirements)
and turnover resulting from workers moving from one occupation into another. Note that separation demand
does not include all turnover—it does not include when workers stay in the same occupation but switch
employers. The total projected demand for an occupation is the sum of the separation demand and the growth
demand (which is the increase or decrease of jobs in an occupation expected due to expansion or contraction of
the overall number of jobs in that occupation).
What is a cluster?
A cluster is a geographic concentration of interrelated industries or occupations. If a regional cluster has a
location quotient of 1.25 or greater, the region is considered to possess a competitive advantage in that cluster.
What is the difference between industry wages and occupation wages?
Industry wages and occupation wages are estimated via separate data sets, often the time periods being
reported do not align, and wages are defined slightly differently in the two systems (for example, certain
bonuses are included in the industry wages but not the occupation wages). It is therefore common that
estimates of the average industry wages and average occupation wages in a region do not match exactly.
What is NAICS?
The North American Industry Classification System (NAICS) is used to classify business establishments according
to the type of economic activity. The NAICS Code comprises six levels, from the "all industry" level to the 6 -digit
level. The first two digits define the top level category, known as the "sector," which is the level examined in this
report.
What is SOC?
The Standard Occupational Classification system (SOC) is used to classify workers into occupational categories.
All workers are classified into one of over 804 occupations according to their occupational definition. To
facilitate classification, occupations are combined to form 22 major groups, 95 minor groups, and 452
occupation groups. Each occupation group includes detailed occupations requiring similar job duties, skills,
education, or experience.
About This Report
I Ns 'e lror' and all data i7ere.r. •;;rre pro, unen by .Inbsl_O'-• a t,,oduct of Chmu,a Uo,,oalln5 A. Pnalyhcs Ill'? rnfo alroo rnnraieed nnn:!n was ubtam.:rl fn;ra •:nurr.(,q.vr: i;�hr: •;:. tq :;., •rpaiil.-
Il:q;"w'c :re Canno'. ::ua:anle^. d, aCCw.-J'.y aru: r, nlptn4+i;ncg
,-r N: i.;,.."tl . il,tu:%�.,,,�,;:%� I+.ren; ,1•-raa,.r•rrt;i�ti?�"rl \M
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1 ,n�frlt,f 4! Ali L.'_ (.17ttlUtn ti: Jt1..Y11rC.• �: :�tl.t �,i isr-: , AIS i?I,�illy �<. tj ;.�:I ;El(j.
@O
KODIAK ISLAND BOROUGH
Meeting Type: j`fn VI f HC G Date:
Please PRINT your name legibly Please PRINT your name legibly
KODIAK ISLAND BOROUGH ASSEMBLY ROLL CALL SHEET 1
Regular Special Date: ��
Convened: Recessed: Reconvened: Adjourned:
BY:
SECOND:
lk
fl�
U"
BY:
SECOND: �-�
BY: BY: IN
SECOND: C�/ SECOND:
J
BY:
SECOND:
YES
NO
YES NO
YES NO YES NO
YES NO
Mr. Arndt
Mr. Arndt
Mr. Arndt Mr. Arndt
Mr. Arndt
Mr. Delgado
V
o
Mr. Delgado Mr. Delgado
Mr. GriffinaSmiley
Mr. Smiley
r. Smiley
Mr. Smiley Mr. Smiley
Mr
Mr. Smith
Mr. Turner
Mr. Turner
Mr. Turner Mr. Turner
Mr. Turner
Ms. Williams
Ms. Williams
Ms. Williams Ms. Williams
Ms. Williams
WOULD
ANYONE LIKE TO CHANGE THEIR VOTE? WOULD ANYONE LIKE TO CHANGE THEIR VOTE?
TOTAL:
TOTAL:
TOTAL:
TOTAL:
TOTAL:
i The mayor may not
vote except in the case where only six members of the assembly are present and there is a three/three tie vote of the assembly.
Mayor Roberts
Mayor Roberts
Mayor Roberts
Mayor Roberts
Mayor Roberts
• Motions required for 2/3 vote to carry. 7 present requires 5; 6 present requires 4; 5 present requires 4; 4 present requires 3
Reconsideration on the same day, suspension of rules, limit of extend debate, previous question
• Majority vote is majority of the membership (quorum). Point of Order and Recess.
KODIAK ISLAND BOROUGH ASSEMBLY ROLL CALL SHEET
Regular vr r r
S ecial Date:
Convened: Recessed:
Reconvened: Adjourned:
BY:
SECOND: 12�j
n�
BY:
SECOND:
BY: C:PS
SECOND: C/ /
BY: S�
SECOND: 41
woe)�
1
BY:
SECOND: 5,5
s° CA
YES NO
r
YES NO
YES NO
YES NO
YE NO
Mr. Arndt
Mr. Arndt
Mr. Arndt V
Mr. Arndt
Mr. Arndt
Mr. Delgado
Mr- Delaado
Mr. Delgado
M
Mr. Smiley %,k
Mr. Smiley
Mr. Smiley
Mr. Smiley
Mr. Smiley
Mr R-nith
Mr Sm s th
Mr..Smith
Mr. Turner
Mr. Turner
Mr. Turner
Mr. Turner
Mr. Turner
Ms. Williams
Ms. Williams V
Ms. Williams
Ms. Williams
Ms. Williams
WOULD ANYONE LIKE TO CHANGE THEIR _VO_ TE? WOULD ANYONE LIKE TO CHANGE THEIR VOTE?
_TOTAL:
TOTAL:
TOTAL:
1
,
TOTAL:
TOTAL:
The mayor m y 6ot vote except in the case where only six members of the assembly are present and there is a three/three tie vote of the assembl .
Mayor Roberts
Mayor Roberts
I
I
I Mayor Roberts
I
I I
Mayor Roberts
Mayor Roberts
• Motions required for 2/3 vote to carry. 7 present requires 5; 6 present requires 4; 5 present requires 4; 4 present requires 3
Reconsideration on the same day, suspension of rules, limit of extend debate, previous question
• Majority vote is majority of the membership (quorum). Point of Order and Recess.
Regular Special
Convened:
KODIAK ISLAND BOROUGH ASSEMBLY ROLL CALL SHEET
�Recessed: 114� Reconvened: - 1V
Date: 1`0
Adjourned:
BY:Ck
SECOND:
9V BY:
SECOND:
BY:
SECOND: 7�
BY: S
SECOND •
BY: �A-
SECOND:
YES
NO YES
NO YES NO
YES
NO YES NO
Mr. Arndt
Mr. Arndt
Mr. Arndt
Mr. Arndt
Mr. Arndt
r. I ad
m
M r. 1,
Mr. Smiley
Mr. Smiley V
Mr. Smiley ✓
Mr. Smiley
Mr. Smiley
Mr. Turner
Mr. Turner
Mr. Turner
Mr. Turner
Mr. Turner
Ms. Williams
Ms. Williams
Ms. Williams
Ms. Williams
Ms. Williams
WOULD ANYONE LIKE TO CHANGE THEIR VOTE? WO LD ANYONE LIKE TO CHANGE THEIR VOTE?
TOTAL:
TOTAL:
TOTAL:
TOTAL:
TOTAL:
The mayor may not vote except in the case whei-6 only six members of the assembly are present and there is a th eel
ee tie vote of the assembly.
Mayor Roberts
Mayor Roberts
Mayor Roberts
Mayor Roberts7-71
Mayor Roberts
• Motions required for 2/3 vote to carry. 7 present requires 5; 6 present requires 4; 5 present requires 4; 4 present requires 3
Reconsideration on the same day, suspension of rules, limit of extend debate, previous question
• Majority vote is majority of the membership (quorum). Point of Order and Recess.
Regular Special
Convened:
KODIAK ISLAND BOROUGH ASSEMBLY ROLL CALL SHEET G�
Date:
Recessed: Reconvened: Adjourned:
BY:
SECOND:
BY:
SECOND: C
V
BY:�
SECOND:
BY:
SECOND:
BY:
SECOND: 47
U
YES
NO YES NO
YES NO
YES
NO
YES NO
Mr. Arndt
Mr. Arndt
Mr. Arndt
Mr. Arndt
Mr. Arndt
r.
K
74V-7'Nd
ffin
Mr. Smiley
Mr. Smiley
Mr. Smiley
Mr. Smiley
Mr. Smiley
Mr. Turner
Mr. Turner
Mr. Turner
Mr. Turner
Mr. Turner
Ms. Williams V
Ms. Williams
Ms. Williams* V
Ms. Williams
Ms. Williams
WOULD ANYONE LIKE TO CHANGE THEIR VOTE? WOULD ANYONE LIKE TO CHAN E
T
THEIR VOTE?
_F
TOTAL:
TOTAL:
TOTAL:
IU
TOTAL:
I
D7
TOTAL: 7
The mayor may not vote except in the case where only six members of the assembly are present and there is a three/three tie vote of the assembly.
Mayor Roberts
Mayor Roberts
Mayor Roberts
Mayor Roberts
Mayor Roberts
• Motions required for 2/3 vote to carry. 7 present requires 5; 6 present requires 4; 5 present requires 4; 4 present requires 3
Reconsideration on the same day, suspension of rules, limit of extend debate, previous question
• Majority vote is majority of the membership (quorum). Point of Order and Recess
KODIAK ISLAND BOROUGH ASSEMBLY ROLL CALL SHEET (�
Regular l�. Special Date: "� I
Convened: Recessed: Reconvened: Adjourned:
BY: BY:
SECOND: ' SECOND:
"G
I
BY:
SECOND:
BY:
i
SECOND:
BY:
SECOND:
YES NO
YES NO
YES
NO
YES NO
YES NO
Mr. Arndt
Mr. Arndt
Mr. Arndt
Mr. Arndt
Mr. Arndt
. De
.Del
eI
ado
e
m
r.Grii
ni
m
Mr. Smiley
Mr. Smiley
Mr. Smiley
Mr. Smiley
Mr. Smiley
r. m h
ith
r.
r. Smith
Mr. Turner
Mr. Turner
Mr. Turner
Mr. Turner
Mr. Turner
Ms. Williams
Ms. Williams
Ms. Williams
Ms. Williams
Ms. Williams
WOULD ANYONE LIKE TO CHANGE THEIR VOTE? WOULD ANYONE LIKE TO CHANGE THEIR VOTE?
TOTAL:
FTOTAL:
TOTAL:
TOTAL:
TOTAL:
The mayor may not vote except in the case where only six members of the assembly are present and there is a three/three tie vote of the assembly.
Mayor Roberts
Mayor Roberts
Mayor Roberts
Mayor Roberts
Mayor Roberts
• Motions required for 2/3 vote to carry. 7 present requires 5; 6 present requires 4; 5 present requires 4; 4 present requires 3
Reconsideration on the same day, suspension of rules, limit of extend debate, previous question
• Majority vote is majority of the membership (quorum). Point of Order and Recess.
!FA
View our website:
www.kodiakak.us
Visit our Facebook page:
www.facebook.com/KodiakIslandBorough
Follow us on
Twitter:
@KodiakBorough
Kodiak Island Borough
Assembly Newsletter
Vol. FY2022, No. 36 June 17, 2022
At Its Regular Meeting Of June 16, 2022, The Kodiak Island Borough Assembly Took The Following
Actions. The Next Regular Meeting Of The Borough Assembly Is Scheduled On July 7, 2022, At 6:30
P.M. In The Borough Assembly Chambers.
PROCLAIMED June 12-18, 2022, As Alaska Invasive Species Awareness Week Encouraging All
Residents And Visitors To Learn More About The Prevention Of Invasive Species In The Borough, And
Directly Contribute To Maintaining Or Enhancing The Integrity And Vitality Of Kodiak’s Ecosystems,
Economies, And Communities.
PROCLAIMED June 2022 As Pride Month in Kodiak Saluting PRIDE In The LGBTQIA+ Community of
Kodiak.
AMENDED, ADOPTED Ordinance No. FY2022-17 Amending Kodiak Island Borough Code Section
2.30.020 General Rules By Removing The Provisions That Pertain To Declaration Of A Disaster Or
Emergency.
APPROVED Contract No. FY2022-40 Approval Of The Borough Clerk Employment Agreement With
Nova M. Javier, MMC.
FAILED TO ADOPT Resolution No. FY2022-28 Of The Assembly Of The Kodiak Island Borough
Approving Funding Of The Kodiak Economic Development Corporation (KEDC).
ADOPTED Resolution No. FY2023-02 Re-Establishing The Fees Of The Kodiak Island Borough.
ADOPTED Resolution No. FY2023-04 A Resolution Of The Assembly Of The Kodiak Island Borough,
Declaring That The Existing Apportionment Of The Kodiak Island Borough Assembly Meets The
Standards Of As 29.20.060 And Is Consistent With The Equal Representation Standards Of The
Constitution Of The United States; Placing On The Ballot For The October 4, 2022, Regular Borough
Election, The Question To Retain The Existing Form Of Assembly Representation.
ADVANCED Ordinance No. FY2022-02B An Ordinance Of The Assembly Of The Kodiak Island
Borough Amending Ordinance No. FY2022-02, Fiscal Year 2022 Budget, By Amending Budgets To
Account For Various Revenues That Are Over Budget, Providing For Additional Expenditures, And
Moving Funds Between Projects Exemptions To Public Hearing At The Next Regular Meeting Of The
Assembly On July 7, 2022.
ADVANCED Ordinance No. FY2023-03 Amending Pertinent Sections In Kodiak Island Borough Code
Chapter 2 Administration And Personnel To Amend The Mayor And Assembly Compensation To Public
Hearing At The Next Regular Meeting Of The Assembly On July 7, 2022.
View our website:
www.kodiakak.us
Visit our Facebook page:
www.facebook.com/KodiakIslandBorough
Follow us on
Twitter:
@KodiakBorough
ADVANCED Ordinance No. FY2023-04 Amending Various Sections Of Title 2 Administration And
Personnel, Chapter 2.100 Boards, Committees Relevant To Appointments Of Borough Employees To
Different Boards, Committees, And Commissions To Public Hearing At The Next Regular Meeting Of
The Assembly On July 7, 2022.
ADVANCED Ordinance No. FY2023-05 Amending The Kodiak Island Borough Code Of Ordinances
Title 7 Elections To Public Hearing At The Next Regular Meeting Of The Assembly On July 7, 2022.
CONVENED INTO EXECUTIVE SESSION To Discuss Borough Manager’s Performance Evaluation, A
Subject That Qualifies For Executive Session As A Matter That May Tend To Prejudice A Character Or
Reputation Of A Person. INVITED The Mayor And Assembly Into Executive Session. NO ACTION Was
Taken As A Result Of The Executive Session.