2023-12-14 Work SessionKodiak Island Borough
Assembly Work Session
Assembly Chambers
Thursday, December 14, 2023, 6:30 p.m.
Work Sessions are informal meetings of the Assembly where Assembly members review the upcoming regular
meeting agenda packet and seek or receive information from staff. Although additional items not listed on the
work session agenda are discussed when introduced by the Mayor, Assembly, or staff, no formal action is taken
at work sessions and items that require formal Assembly action are placed on regular Assembly meeting agenda.
Page
1. CITIZENS' COMMENTS 1-907-486-3231 or Toll Free 1-855-492-9202
(Limited To Three Minutes Per Speaker)
trWITel21►1OYUII121LTA 601
a. Discuss Resolution No. FY2024-11 Adopting A State Legislative 4-49
Capital Improvement Project Priority List For The 2024
Legislative Session
Aaenda Item Report - Pdf
b. Discuss Approach To Holding A Strategic Planning Meeting 50-81
Agenda Item Report - Pdf
C. Discuss Qualifications Required By Code To Serve On Boards 82
And Committees
Aaenda Item Report - Pdf
d. Discussion Of Changing The Transient And All -Inclusive Package 83-99
Accommodations Tax From Five Percent To Twelve Percent
Agenda Item Report - Pdf
3. PACKET REVIEW
a. CONTRACTS
• Contract No. FY2020-08C Amending Contract No.
FY2020-08 Agreement For Lobbying Services Between
The Kodiak Island Borough And Hickey And Associates
RESOLUTIONS
• Resolution No. FY2023-20A Amending Resolution No.
FY2023-20 To Extend The Sunset Date Of The Health
Facilities Advisory Board (HFAB) To June 30, 2025
• Resolution No. FY2024-11 Adopting A State Legislative
Capital Improvement Project Priority List For the 2024
Page 1 of 109
Legislative Session
Resolution No. FY2024-13 Adopting An Alternative
Allocation Method For The FY24 Shared Fisheries
Business Tax Program And Certifying That This Allocation
Method Fairly Represents The Distribution Of Significant
Effects Of Fisheries Business Activity In FMA 13: Kodiak
Area
ORDINANCES FOR INTRODUCTION
• Ordinance No. FY2024-04 An Ordinance Of The Assembly
Of The Kodiak Island Borough Amending Title 2
Administration And Personnel, Chapter 2.30 Rules Of The
Assembly, Section 2.30.080 Order Of Speaking
• Ordinance No. FY2024-11 Amending Title 3 Revenue And
Finance Chapter 3.35 Real Property Tax Section 3.35.030
Real And Personal Property Exempted From Taxation
Regarding Good Cause For Late Filed Applications
• Ordinance No. FY2024-12 Amending Title 2 Administration
And Personnel, Chapter 2.30 Rules Of The Assembly,
Section 2.30.060 Order Of Business And Agenda, In Order
To Establish The Sequence In Which The Assembly
Receives Public Comments During Meetings
• Ordinance No. FY2024-13 Amending Title 3 Revenue And
Finance, Chapter 3.30 Contract, Purchase, Sale, And
Transfer Procedures, And Section 3.30.020 Limitation On
Manager's Authority To Increase The Spending Authority
From Twenty -Five Thousand To One Hundred Fifty
Thousand For The Enterprise Fund
• Ordinance No. FY2024-14 An Ordinance Of The Assembly
Of The Kodiak Island Borough Amending Title 2
Administration And Personnel Chapter 2.105 Planning And
Zoning Commission Section 2.105.030 Powers And Duties
To Eliminate The Capital Improvement Review Process
From This Section
Ordinance No. FY2024-15 Amending Title 3 Revenue And
Finance, Chapter 3.35 Real Property Tax And Chapter
3.40 Personal Property Tax, Section 3.35.030 Real And
Personal Property Exempted From Taxation And Section
3.40.030 Assessment Return To Change The Filing Date
For Exemption Applications From January 15 To March 31
4. MANAGER'S COMMENTS
a. Borough Manager's Report 100-107
2023-12-14 Borough Manager's Report
5. CLERK'S COMMENTS
Page 2 of 109
a. Borough Clerk's Report 108-109
2023-12-14 Borough Clerk's Report
6. ASSEMBLY MEMBERS' COMMENTS
7. MAYOR'S COMMENTS
8. OFFICIAL TRAVEL CALENDAR
This meeting is open to the public and will be broadcast on the Borough's YouTube Channel. Meeting packets are available
online. Please subscribe to get meeting notifications when meeting packets are published. For public comments, please call
(907) 486-3231 or (855) 492-9202.
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AGENDA ITEM #2.a.
KODIAK ISLAND BOROUGH
STAFF REPORT
}. DECEMBER 14, 2023
ASSEMBLY WORK SESSION
SUBJECT: Discuss Resolution No. FY2024-11 Adopting A State Legislative Capital
Improvement Project Priority List For The 2024 Legislative Session
ORIGINATOR: Meagan Christiansen, Grant Writer/Special Projects Support
RECOMMENDATION:
For discussion of the Assembly. This is a continuation of the discussion from the November 9
work session.
DISCUSSION:
The Assembly annually passes a resolution identifying capital projects deemed as priorities to
submit to the Alaska Governor and State Legislative delegation for consideration of funding
opportunities at the State level.
Staff produced a suggested list for consideration and have amended the list per the direction
of the Assembly during the November 9th work session.
It has been the practice of staff to use the information included in this annual resolution to
make entries in the State of Alaska Legislative Finance Capital Project Backup System,
known as CAPSIS, in January of each year. All state legislators have access to the CAPSIS
system where they can view the capital project descriptions and funding assistance being
requested by our organization. Entries in the CAPSIS system require the following
information: project title; agency designated to receive funding; the amount of funding being
requested; whether there will be additional future requests for funding of this project; a brief
project description; a funding plan that includes total project cost, amount and description of
funding secured, state funding request, and any balance of funding needed; a detailed project
description; a project timeline; and designation of the entity responsible for ongoing operation
and maintenance of the project.
Given the above practice, staff member Christiansen has included some notes in the version
requested by the Assembly.
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
Kodiak Island Borough Page 4 of 109
Discuss Resolution No. FY2024-11 Adopting A State Legislative Capital Im...
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AGENDA ITEM #2.a.
KODIAK ISLAND BOROUGH
RESOLUTION NO. FY2024-11
A RESOLUTION OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH ADOPTING A
STATE LEGISLATIVE CAPITAL IMPROVEMENT PROJECTS PRIORITY LIST FOR THE
2024 LEGISLATIVE SESSION
WHEREAS, the Kodiak Island Borough represents approximately 13,000 residents of the
Kodiak Island Archipelago living in six incorporated cities and one community governed by a
tribal council government; and
WHEREAS, a Borough—wide capital improvement program has been adopted by the Kodiak
Island Borough Planning & Zoning Commission which identifies major needs of the island
community for the next five years; and
WHEREAS, the Kodiak Island Borough Assembly has reviewed the borough -wide capital
improvement program adopted by the Planning & Zoning Commission and identified major
projects to submit to the Alaska Governor and State Legislative Delegation for funding
consideration.
NOW, THEREFORE, BE IT RESOLVED BY THE ASSEMBLY OF THE KODIAK ISLAND
BOROUGH that:
Section 1: The Kodiak Island Borough's State Legislative capital improvement project
priorities (unranked) for the 2023 legislative session are as follows:
St. Herman Harbor Infrastructure Replacement
Estimated Project Cost
Phase I & II $16,000,000
Phase III & IV $40,000,000
Funding �kcquiredl $ ?? — Commented [MC 11: Do we know if the City is
Needed Funds $ ?? contributing any funds toward this project?
The City of Kodiak is the owner of the two largest harbors in the Kodiak Island Borough, one of
those harbors, St. Herman Harbor (SHH), was built by the State of Alaska in 1982 and has been
a vital facility for Kodiak's large and diverse commercial fishing fleet for over 40 years. The State
of Alaska turned over all state-owned facilities in St. Herman Harbor to the City of Kodiak in
1999. The facility provides safe moorage for more than 400 vessels from all over Alaska and the
West Coast. Except for a few minor upgrades over the years, the original float system is beyond
its useful life and is in critical need of replacement.
The proposed project would result in the reconstruction of St. Herman Harbor with the
replacement of most of its float system in four phases. Currently, the harbor has been losing
Resolution No. FY2024-11
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one dock per year due to aging and the saltwater elements. A dock loss results in 2 vessel
berths along with the revenue generated for the harbor. This rate of failure is likely to increase in
future years as the existing docks further deteriorate. The latest inspection report shows many
portions of the facility are in very poor condition. The forty -year-old float systems suffer from
failing concrete, rotting walers and bull rails, and an outdated electrical system. These floats
contain electrical pedestals, fire suppression water lines, safety ladders and supply water.
In 2022, the City contracted with PND Engineers, Inc. (PND) to prepare a St. Herman Harbor
Planning and Scoping Report that includes concept harbor layouts, cost estimates and
construction phasing recommendations. The Kodiak Island Borough supports the City of Kodiak
request of $16 million to complete the first two phases. Phases III & IV estimated project
development cost is approximately $40,000,000.
Modernizing and expanding the port infrastructure is critical to remaining competitive in
maintaining our status as an important commercial fishing community. Waterfront facilities and
marine infrastructure are a critical element to the City of Kodiak and the State of Alaska,
supporting a large portion of the City's commerce, industry, transportation, and recreational
needs.
Hospital Facility Sterilizer and Boiler Replacement
Estimated Project Cost $1,000,000
Funding Acquired $0
Needed Funds $1,000,000
The Kodiak Island Borough owned hospital facility boilers and associated system components
are aging along with the facility. The system components that have been identified for major
repair or replacement include the oil -fired boilers, chiller unit, reverse osmosis water system,
steam generation equipment and sterilization equipment are all in consideration. The oil -fired
boilers provide the major hydronic heating component for several associated systems at the
hospital facility. They include the production of facility heat, hot water and the hot water
component for conversion to steam via a steam generator that is distributed to the sterilizers
required for the hospital operations. The sterilizer equipment has been maintained at an
operational level. Due to the age of the existing equipment, increased frequent failures
associated with the steam generator and sterilization equipment has affected the operational
capacity of the hospital to the point where operating room availability is managed at times with
the functional capacity of the facility to ensure properly sterilized equipment. All of the system
components need to be evaluated for replacement timeframes as and of the individual
component failures may lead to services being suspended at the hospital facility.
Kodiak Community Health Center Expansion
Estimated Total Project Cost $25,850,000
Funding acquired $8,317,901
Resolution No. FY2024-11
Page 2 of 6
AGENDA ITEM #2.a.
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AGENDA ITEM #2.a.
Estimated Design Cost $1,200,000
Needed Funds $1,200,000
The Kodiak Community Health Center (KCHC) is currently housed within the Kodiak Island
Borough owned hospital facility and co -located with Providence Kodiak Island Medical Center.
KCHC is in need of increasing the clinic space and is planning an expansion project. Due to
various changes in the community in the past five years, patient and provider counts have
increased and pushed this organization to the maximum of their space limitations. Additionally,
an increase in patient population is expected to coincide with a local US Coast Guard base
increase in employees and their families in the next few years.
With appropriate funding KCHC proposes to expand and improve the clinic space and continue
to provide needed services in the Kodiak community. KCHC has acquired funding in the
amount of $8.3 million toward this project, however design activities are not eligible within this
funding. KCHC is seeking design funds in order to move forward with the project and will
continue fund raising efforts for the balance needed.
Kodiak Wastewater Treatment Plant Facility
Estimated Project Cost $1,900,000
Funding Acquired $ ??
Needed Funds $ ??
The City of Kodiak provides water and sewer services to Kodiak Island Borough residences
and business that are located adjacent to City of Kodiak boundaries. The City of Kodiak
Treatment Plant operates under an Alaska Department of Environmental Conservation
(ADEC) APDES permit. The first phase of a larger project to upgrade the City of Kodiak
Wastewater Treatment Plant was to evaluate the facility for immediate system needs. The
last major maintenance upgrade to the facility was in 1999. The condition and evaluation
assessment included all major components within the plant interior and exterior, the out-
buildings and three aeration basins; including all mechanical equipment needs. Alaska
Pollutant Discharge Elimination System (APDES) permitting requirements were included
during this assessment. Included in the facility rebuild assessment is the supervisory control
and data acquisition (SCADA) system to interface with the 34 sewer lift station pumps and
waste treatment at the facility. This facility with its labyrinth of connecting sewer lines,
directly serves 2667 City of Kodiak and Kodiak Borough households including commercial
businesses. The Treatment Plant also serves the U.S. Kodiak Coast Guard Base and the
Pacific Spaceport Complex indirectly with our certified laboratory testing and waste disposal;
not to mention NOAA vessels, the Alaska Marine Highway vessels and the expanding cruise
ship industry stopovers in our Kodiak Harbors.
The Kodiak Island Borough supports the City of Kodiak request for IFederall funding in the,, Commented [MC21: This Borough resolution is
amount of $1.9M to begin design efforts leading to the construction of this critical specific to STATE funding. City is asking for federal
funding.
Resolution No. FY2024-11
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AGENDA ITEM #2.a.
infrastructure Wastewater Treatment Plant project that will support the wastewater needs of
the community for the next twenty years.
• City of Larsen Bay Reservoir Spill Way
Estimated Project Cost $1,200,000
Funding Acquired $0
Needed Funds $1,200,000
The water reservoir spill way in the community of Larsen Bay is eroding and is nearing failure.
This reservoir provides drinking water and hydroelectric power to the residents in the second-
class city on Kodiak Island's west side. The Kodiak Island Borough supports the second-class
City of Larsen Bay's request for funding assistance.
• City of Port Lions Water Distribution System Replacement
Estimated Project Cost $8,000,000
Funding Acquired $0
Needed Funds $8,000,000
The original water and sewer distribution system for our community was built after the 1964
Good Friday earthquake and tsunami forced the displaced residents of Afognak to relocate in
what is now known as Port Lions. In 1994 a new system was installed. However, the contractor
did not complete the job correctly. Many homes were not connected to the new system and
many homes were connected incorrectly. The now connected system is considered aged out
because it is over twenty-five (25) years old. The City of Port Lions Public Works crew
consistently has a list of leaks and blockages to repair. In some places the system is beyond
repair. We are consistently over budget for our water and sewer utility due to the unexpected
expense of purchasing parts and paying our crew to repair and replace section of the
distribution system. The outdated system drastically hinders community expansion efforts. The
City of Port Lions are working closely with the Alaska Native Tribal Health Consortium QANTI CIq_ Commented [MC3]: The City of Port tions is
for replacement project to be included in their funding pipeline as soon as possible. working with ANTHC on this project, not the STATE
City of Old Harbor Septic Tank Replacement
Estimated Project Cost $100,000
Funding Acquired $0
Needed Funds $100,000
The Kodiak Island Borough supports the City of Old Harbor's request for funding to Install a
sewer septic tank in downtown Old Harbor which is a second-class city within the Kodiak Island
Borough.
City of Port Lions Fire Station Insulation
Estimated Project Cost $35,000
Funding Acquired $0
Resolution No. FY2024-11
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Needed Funds $35,000
The fire station in the second-class City of Port Lions is not insulated which necessitates that
the fire truck be left empty of water during the winter months when temperatures drop below
freezing and limits the time and ability to respond to a fire related emergency. The City of Port
Lions requests funds for the purchase and installation of building insulation materials.
Community of Karluk Water Tank Installation
Estimated Project Cost $250,000
Local Funds $0
Needed Funds $250,000
The water holding tank in the community of Karluk has been condemned by the DEC. The
Karluk IRA Tribal Council has a new water tank sitting in the Native Village of Karluk. The
Kodiak Island Borough supports this request for funds to install the water tank for the water
distribution to this community that lies within the Kodiak Island Borough.
City of Port Lions Disaster and Emergency Preparedness
Estimated Project Cost $50,000
Local Funds $0
Needed Funds $50,000
The City of Port Lions has an active Volunteer Fire Department and Village Response Team,
both of which consist of fairly new members who are acquiring the necessary training to be
effective First Responders. There is also a strong Public Safety Department (Village Public
Safety Officer) and a community health clinic.
Available resources have been used to properly outfit Volunteer Firefighters, but there is still a
need for additional gear.
The Quonset that houses the fire truck lacks heat and insulation, requiring that the truck tank be
empty, and that hydrants and hoses are relied upon during the cold months. Foam insulation
and installation and a waste oil burning heater in the Quonset garage would allow the firetruck
to be used all yearlroundl.
The community has received tsunami warning sirens through SOA and NOAA funding.
However, one of the sirens is not connected to permanent electricity. A contract with the local
electric provider is required for it to be installed.
Basic disaster preparedness survival items such as emergency blankets, cots, dehydrated
meals and a portable water purification system are also needed for this second-class city within
the Kodiak Island Borough to be prepared for a local disaster or emergency.
Resolution No. FY2024-11
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AGENDA ITEM #2.a.
Commented [MC4]: What are they really asking
for?
The request for insulation is its own item above.
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Discuss Resolution No. FY2024-11 Adopting A State Legislative Capital Im...
AGENDA ITEM #2.a.
215 Section 2: The Kodiak Island Borough administration is hereby instructed to advise our
216 State of Alaska Governor and Legislative Delegation of the Capital Improvement Projects
217 Priority List adopted by the Kodiak Island Borough Assembly.
218
219 ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
220 THIS DAY OF 2023
221
222 KODIAK ISLAND BOROUGH
223
224 ATTEST:
225
226 Scott Arndt, Borough Mayor
227 Nova M. Javier, MMC, Borough Clerk
228
229 VOTES:
230 Ayes:
231 Noes:
232
233
234
Resolution No. FY2024-11 Page 6 of 6
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AGENDA ITEM #2.a.
Sharrat List of CIP plus Auditorium Lighting project
Number
Owner
Reference
Dollar Value
Category
Project Name/Description
1
KIB
FY2024-11
$ 1,000,000.00
Healthcare
Hospital Facility Sterilizer and Boiler Replacement
2
KIB
FY2024-11
$ 1,200,000.00
Healthcare
Kodiak Community Health Center Expansion
3
KIB/PZ
FY2024-11
$ 10,427,850.00
Roads
Bells Flats Commerical Truck Route Improvements
4
KIB/PZ
FY2024-11
$ 2,000,000.00
Roads
Pedestrian Pathways to Northstar Elementary School
5
KIB
FY2024-11
$ 525,000.00
Schools
Chiniak School Well and Water Treatment System
6
IKIB
FY2024-11
$ 1,782,000.00
Schools
Northstar Elementary School Roof and Skylight Replacement
7
KIB
FY2024-11
$ 1,200,000.00
Life/Health
City of Larsen Bay Reservoir Spill Way
8
KIB/PZ
FY2024-11
$ 2,500,000.00
Electrical
City of Ouzinkie Electrical Distribution System Replacement
9
KIB/PZ
FY2024-11
$ 35,000.00
Life/Health
City of Port Lions Fire Station Insulation
10
Assembly
$ 1,500,000.00
Recreation
Lighting for Gerald C Wilson Auditorium
11
KIB/PZ
FY2024-11
$ 500,000.00
Recreation
Mill Bay Beach Access and Recreation Upgrade
12
KIB/PZ
FY2024-11
$ 10,000,000.00
Roads
Anton Larsen Bay Road Extention to Ice Free Water
13
P&Z
FY2024-27
$ 1,800,951.75
Roads
Womens Bay SD South Russian Creek Road Repaving
14
P&Z
FY2024-27
$ 10,500,000.00
Roads
Service Area 1, Women's Bay, Bayview, and Monashka Service Area
Paving Improvements
15
P&Z
FY2024-27
$ 20,000,000.00
Roads
Kodiak Island Borough Mission Road Safety Improvements
16
P&Z
FY2024-27
$ 8,000,000.00
Life/Health
City of Port Lions Water Distribution Replacements and Expansion
17
P&Z
FY2024-27
$ 10,500,000.00
Electrical
City of Old Harbor Hydroelectric Power Project
18
P&Z
FY2024-27
$ 100,000.00
Life/Health
City of Old Harbor Septic Tank Replacement
19
P&Z
FY2024-27
$ 5,000,000.00
Roads
Womens Bay West Rezanof Pedestrian Improvements
20
P&Z
FY2024-27
$ 42,000,000.00
Roads
Chiniak Highway Paving
21
P&Z
FY2024-27
$ 250,000.00
Life/Health
City of Karluk Community Water Tank Distro System
22
P&Z
FY2024-27
$ 4,807,500.00
Faciliites
City of Ouzinkie Municipal All -Purpose Complex
23
P&Z
FY2024-27
$ 2,500,000.00
Electrical
City of Ouzinkie Electrical Disro System
24
P&Z
FY2024-27
$ 10,250,000.00
Electrical
City of Ouzinkie Renewable Energy Projects
25
P&Z
FY2024-27
$ 60,000.00
Facilities
City of Ouzinkie Landfill Sotrage Facility
26
P&Z
FY2024-27
$ 1,100,000.00
Equipment
City of Ouzinkie Equipment Replacement
27
P&Z
FY2024-27
$ 3,320,000.00
Facilities
City of Ouzinkie Municipal Port Facility Upgrades
28
P&Z
FY2024-27
$ 3,275,000.00
Roads
City of Ouzinkie Community Road Upgrade -Construction
29
P&Z
FY2024-27
1 $ 650,000.00
Facilities
City of Ouzinkie Public Facilities Development
30
P&Z
FY2024-27
$ 50,000.00
Life/Health
City of Port Lions Disaster Emergency Prepardness
31
P&Z
FY2024-27
$ 750,000.00
Facilities
Demo and Replacement of Port Lions City Shop
32
P&Z
FY2024-27
$ 2,500,000.00
Roads
City of Port Lions roads resurfacing
33
P&Z
FY2024-27
$ 65,000.00
Equipment
City of Port Lions Equipment Fleet
34
P&Z
FY2024-27
$ 75,000.00
Equipment
City of Port Lions Harbor Crane
35
P&Z
FY2024-27
$ 20,000.00
Program
City of Port Lions Youth Activity Program
36
P&Z
FY2024-27
$ 250,000.00
Faciliites
City of Port Lions Harbor Building
37
P&Z
FY2024-27
$ 250,000.00
Electrical
City of Port Lions Energy Independence
38
P&Z
FY2024-27
$ 25,000,000.00
Airport
City of Port Lions Airport Expansion Project
39
COK
2023-07
$ 16,000,000.00
Ports
St Herman Harbor Infrastructure Replacement Phase I & II
40
COK
2023-07
$ 40,000,000.00
Ports
St Herman Harbor Infrastructure Replacement Phase III & IV
41
COK
2023-07
$ 1,900,000.00
Facilities
Waste Water Treatment Plant
42
ICOK
2023-07
$ 2,350,000.00
Equipment
New Fire Department Response Vehicle
43
COK
2023-07
$ 2,000,000.00
Roads
Mill Bay Rod
44
COK
2023-07
$ 1,750,000.00
Roads
Mission Road
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AGENDA ITEM #2.a.
KODIAK ISLAND BOROUGH
RESOLUTION NO. FY2024-11
A RESOLUTION OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH ADOPTING A
STATE LEGISLATIVE CAPITAL IMPROVEMENT PROJECTS PRIORITY LIST FOR THE 2024
LEGISLATIVE SESSION
WHEREAS, the Kodiak Island Borough represents approximately 13,000 residents of the
Kodiak Island Archipelago living in six incorporated cities and one community governed by a tribal
council government; and
WHEREAS, a Borough—wide capital improvement program has been adopted by the Kodiak
Island Borough Planning & Zoning Commission which identifies major needs of the island
community for the next five years; and
WHEREAS, the Kodiak Island Borough Assembly has reviewed the borough -wide capital
improvement program adopted by the Planning & Zoning Commission and identified major
projects to submit to the Alaska Governor and State Legislative Delegation for funding
consideration.
NOW, THEREFORE, BE IT RESOLVED BY THE ASSEMBLY OF THE KODIAK ISLAND
BOROUGH that:
Section 1: The Kodiak Island Borough's State Legislative capital improvement project
priorities (unranked) for the 2023 legislative session are as follows:
Hospital Facility Sterilizer and Boiler Replacement
Estimated Project Cost $1,000,000
Needed Funds $1,000,000
The Kodiak Island Borough owned hospital facility boilers and associated system components
are aging along with the facility. The system components that have been identified for major repair
or replacement include the oil -fired boilers, chiller unit, reverse osmosis water system, steam
generation equipment and sterilization equipment are all in consideration. The oil -fired boilers
provide the major hydronic heating component for several associated systems at the hospital
facility. They include the production of facility heat, hot water and the hot water component for
conversion to steam via a steam generator that is distributed to the sterilizers required for the
hospital operations. The sterilizer equipment has been maintained at an operational level. Due to
the age of the existing equipment, increased frequent failures associated with the steam generator
and sterilization equipment has affected the operational capacity of the hospital to the point where
operating room availability is managed at times with the functional capacity of the facility to ensure
properly sterilized equipment. All of the system components need to be evaluated for replacement
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timeframes as and of the individual component failures may lead to services being suspended at
the hospital facility.
Kodiak Community Health Center Expansion
Estimated Total Project Cost $25,850,000
Funding acquired $8,317,901
Estimated Design Cost $1,200,000
Needed Funds $1,200,000
The Kodiak Community Health Center (KCHC) is currently housed within the Kodiak Island
Borough owned hospital facility and co -located with Providence Kodiak Island Medical Center.
KCHC is in need of increasing their clinic space and is planning an expansion project. Due to
various changes in the community in the past five years, patient and provider counts have
increased and pushed this organization to the maximum of their space limitations. Additionally,
an increase in patient population is expected to coincide with a local US Coast Guard base
increase in employees and their families in the next few years.
With appropriate funding KCHC proposes to expand and improve the clinic space and continue
to provide needed services in the Kodiak community. KCHC has acquired funding in the amount
of $8.3 million toward this project, however design activities are not eligible within this funding.
KCHC is seeking design funds in order to move forward with the project and will continue to fund
raise for the balance needed.
Bells Flats Commercial Truck Route Road Improvements
Estimated Project Cost $10,475,000
Funding Acquired 47,150
Needed Funds 10,427,850
This project will improve an existing circuit of roads in the Womens Bay area of the Kodiak Road
System. The roads included in this project are traveled by commercial trucks transporting product
from a gravel extraction site on Middle Bay Drive which produces the bulk of the gravel materials
for concrete and asphalt production in the Kodiak community. It is estimated that this site can
continue to produce a significant supply of gravel until at least the year 2040. These roads also
support approximately 350 residents and other small business operations. A traffic pattern utilizing
this loop of roads has been established to minimize collision potential. Empty gravel hauling
trucks enter the gravel extraction site at one location and exit at a separate location, allowing the
trucks to travel one-way along the circuitous path.
This project will preserve improve road surfaces by reconstructing approximately three (3) miles
of roadway including Sargent Creek Road, Salmonberry Drive, Middle Bay Drive, and Bells Flats
Road in the Bells Flats Subdivision approximately eight miles south of the City of Kodiak. These
routes all link together and are the main loop through the Women's Bay Area. Reconstruction of
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the Sargent Creek Road will begin at Rezanof Drive and extends to the intersection of Bells Flat
Rd. continuing from the intersection of Salmonberry Drive to the end of Middle Bay Drive
(approximately 2 miles of paved road surface). The intersection of Bells Flat Road and Sargent
Creed Rd, including all of Salmonberry Drive, back to the intersection Bells Flat Rd to Middle Bay
Dr will also be reconstructed (approximately 1 mile of gravel/RAP road surface). Existing
pavement will be milled and repaved, RAP surface areas will be paved, and subsurface
improvements to be completed on portions of the project as well as 8 culvert replacements.
Sargent Creek road, included in this project, is the single road for entry into and exit from the
subdivision, thus connecting all residents of the subdivision with goods and services such as
medical, educational, travel (airport and Alaska Marine Highway), grocery, home goods, repair,
etc. in the greater Kodiak city area.
Pedestrian Pathways to North Star Elementary School
Estimated Project Cost $2,000,000
Needed Funds $2,000,000
This project will provide safe pedestrian access to an elementary school located atop a hill and
surrounded by residential neighborhoods without sidewalks along the narrow unpaved roads. It
also connects to a pedestrian/bike path along an arterial road that is popular among residents
and visitors for commuting and recreational use, and a recreational trail that follows a nearby
creek.
A separated five -foot -wide pedestrian gravel pathway will be constructed along two residential
roads leading to an elementary school. A separated pedestrian pathway addresses the risk for
vehicle -pedestrian interactions, particularly when roads are snow and/or ice laden, by
constructing a gravel pathway outside of the roadway. The dangerous walking conditions during
winter have necessitated a hazardous bus route for students living within one mile of the school,
provided by the Kodiak Island Borough School District.
Chiniak School Well and Water Treatment System
Estimated Project Cost $600,000
Local Funds $75,000
Needed Funds $525,000
Water at the Chiniak school is supplied by a local well that produces a sufficient quantity but low
quality of water to the school. Because the water is non -potable it requires treatment prior to
consumption by students, staff, and visitors to the small community school. A previous chlorine
treatment system was removed many years ago due to age and difficulty of maintenance during
a several year school closure. Since the school re -opened different water sources have been
explored but found to be unusable. The best option is to re-establish a water treatment system
associated with the existing well for water supply.
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North Star Elementary School Roof and Skylight Replacement
Estimated Project Cost $2,500,000
Local Funds $718,000
Needed Funds $1,782,000
The system of skylights within the North Star Elementary School roof provide daylight to the
school's library, common area and cafeteria. The skylight system has been leaking and
permeating the roof membrane, requiring replacement of both. This project provides for
replacement of the skylight with a new skylight system, along with a comprehensive replacement
of the low slope roofing membrane and associated assembly.
City of Larsen Bay Reservoir Spill Way
Estimated Project Cost $1,200,000
Needed Funds $1,200,000
The water reservoir spill way in the community of Larsen Bay is eroding and is nearing failure.
This reservoir provides drinking water and hydroelectric power to the residents in the second-
class city on Kodiak Island's west side.
City of Ouzinkie Electrical Distribution System Replacement
Estimated Project Cost $2,500,000
Needed Funds $2,500,000
The electrical distribution system in the second-class city of Ouzinkie which is in the Kodiak Island
Borough is in need of replacement. The electrical transformers in this community's electrical
distribution system have rusted due to exposure to the island's saltwater atmosphere, allowing
water into transformers which causes extreme loads, short circuits and the potential for explosion.
Further, the distribution cable is now beyond it's expected life and there are no alternatives for
providing power to many of the community residents should a failure occur.
City of Port Lions Fire Station Insulation
Estimated Project Cost $35,000
Needed Funds $35,000
The fire station in the second-class City of Port Lions is not insulated which necessitates that the
fire truck be left empty of water during the winter months when temperatures drop below freezing
and limits the time and ability to respond to a fire related emergency. The City of Port Lions
requests funds for the purchase and installation of building insulation materials.
Service Area Road Improvements and Paving
Estimated Project Cost $10,000,000
Local Funds $1,000,000
Needed Funds $9,000,000
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This project addresses the on-going need to improve portions of the roads in the Kodiak Island
Borough's Road service areas: Service Area No. 1, Womens Bay Service Area, Bay View Road
Service Area, and Monashka Bay Road Service Area. These roads connect residential
neighborhoods with the greater Kodiak community.
Paving projects will address main thoroughfares or busy neighborhood roads. Improvements to
major drainage courses, installation of guard rails, and other identified road improvement needs
may also be addressed with this funding.
Priorities for expenditure of these funds are determined by the road service area boards. Local
contributions to road improvements may be funded through local improvement districts where
those in the district are taxed a proportion of the project cost.
Mill Bay Beach Access and Recreation Upgrade
Estimated Project Cost $500,000
Needed Funds $500,000
Mill Bay Beach is a recreational area heavily used by residents, sport fishermen and community
groups who come to access this beach site located close to town. Time, tide, and use have eroded
safe access to the two stretches of beach at this site. This project includes new stairs, walkways
and trail enhancements between the two beaches, as well as a small raft/kayak launch.
Anton Larsen Bay Road Extension to Ice Free Water
Estimated Project Cost $10,450,000
Funding Acquired $450,000
Needed Funds $10,000,000
An extension of the Anton Larsen Bay Road will be a public road of approximately 2.2 miles to ice
free waters just outside Anton Larsen Bay. The project will include a boat launching ramp. The
road will provide year around road access to Kodiak for residents of Port Lions, Ouzinkie and
much of the west side of Kodiak Island and all of Afognak Island without having to travel around
Spruce Cape.
Year-round travel by vessel to Kodiak around Spruce Cape is treacherous. Extending the Anton
Larsen Bay Road makes winter traveling safer and provides access to critical services located in
the City of Kodiak — including hospitals and businesses. The road extension will support existing
commercial operations in Marmot Bay such as Kodiak Electrical Association hydro -electric plant,
Koniag Inc. rock quarry, and Kodiak Regional Aquaculture Association's Kitoi hatchery. Moreover,
an extended road will enhance summer and winter recreational opportunities and activities for all
Kodiak residents.
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The Anton Larsen Bay Road extension is envisioned as a project undertaken by the Native Village
of Ouzinkie or the Spruce Island Develop Corporation. It will be built on a road right-of-way
donated by the Ouzinkie Native Corporation and Koniag, Inc. The road extension is also in the
road inventory of the Sun'aq Tribe of Kodiak. Maintenance of the extension is expected to be by
one or both tribal entities. The route is identified in the Kodiak Transportation Plan as in important
upland facility. Routing is complete and most of the design work is finished. An environmental
assessment was completed in 2020. It is requested that this project be included in State of
Alaska's State Transportation Improvement Program (STIP). Funding will be from State and/or
Federal funds with Ouzinkie Native Corporation and Tribe providing the right-of-way and in-kind
services.
Section 2: The Kodiak Island Borough administration is hereby instructed to advise our State
of Alaska Governor and Legislative Delegation of the Capital Improvement Projects Priority List
adopted by the Kodiak Island Borough Assembly.
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
THIS DAY OF , 2023
KODIAK ISLAND BOROUGH
Scott Arndt, Borough Mayor
VOTES:
Ayes:
Noes:
Resolution No. FY2024-11
ATTEST:
Nova M. Javier, MMC, Borough Clerk
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Introduced by:
CDD
Requested by:
P&Z Commission
Drafted by:
CDD
Introduced on:
9/13/2023
Adopted on:
9/20/2023
KODIAK ISLAND BOROUGH
RESOLUTION NO. FY2024-27
A RESOLUTION OF THE KODIAK ISLAND BOROUGH PLANNING AND ZONING
COMMISSION RECOMMENDING A CAPITAL IMPROVEMENT PROJECTS PRIORITY
LIST FOR FY 2024-2027
WHEREAS, the Kodiak Island Borough represents approximately 15,000 residents of the
Kodiak Island Archipelago living in six incorporated cities and one community governed by
a tribal council government; and
WHEREAS, a Borough -wide capital improvement program is adopted annually by the
Kodiak Island Borough Assembly with recommendations from the Planning & Zoning
Commission. This list identifies the major needs of the island community for the next five
years; and
WHEREAS, THE Kodiak island Borough identifies priority projects to be submitted to the
Alaska State legislative delegation and the Federal legislative delegation when applying for
grants;
NOW, THEREFORE, BE IT RESOLVED BY THE PLANNING AND ZONING COMMISSION
OF THE KODIAK ISLAND BOROUGH THAT:
Section 1: The Kodiak Island Borough Planning and Zoning Commission recommends the
following capital improvement projects, in order of priority, for adoption into the Kodiak Island
Borough FY 2022-2026 CIP list of Capital Projects:
1. Service Area One, Women's Bay Service Area, Bayview Service Area and
Monashka Bay Service Area Road and Paving Improvements
$10,500,000
To be applied to priority projects identified by the road service districts including Service
Area One, Womens Bay Service Area, Bayview Service Area, and Monashka Bay Service
Area. Priorities will be based on recommendations made by the elected service area
boards and professional engineering study. Local contributions to project engineering and
design may be funded through local improvement districts where those in the district are
taxed a proportion of the project.
2. Kodiak Island Borough Mission Road (Including Spruce Cape) Safety
Improvements
$20,000,000
Mission Road is a major collector street for the community, and one of the roads that lead
to downtown. The project will widen the existing two (2) lanes and provide a pedestrian and
bike path on the shoulder or on the sidewalks. This request funding will provide for the
needed planning and design that will help develop a scope of work and the overall project
cost.
Kodiak Island Borough, Alaska
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3. Kodiak Island Borough Mill Bay Beach Access and Recreation Upgrade
$163,000
This beach is heavily used by residents, sports fishermen and the community who come to
view this bay located close to town. New construction items proposed here would include
new stairs, walkways, and trail enhancements between the two beaches, as well as a small
raft/kayak launch.
4. The City of Larsen Bay Reservoir Spill Way
$1,200,000
The spill way is eroding and will eventually fail. The City of Larsen Bay gets 70 percent of
our drinking water from the reservoir. The City also operates the Hydro Electric plant from
the same reservoir.
5. The City of Ouzinkie's Electrical Distribution System
$2,500,000
Age and exposure to salt -water atmosphere have revealed that all of the transformers on
Ouzinkie's electric distribution system have rusted out. When the lids rust thru, water gets
into the transformer causing extreme loads, short circuits, and the potential, (due to buildup
of gas pressure), of explosion with consequences to individuals and property in the vicinity.
It is expected that this preventive renovation will reveal other situations such as individual
poles that need replacement and rerouting of transmission lines. A highly critical and
significant section of Ouzinkie's power is connected to the hydroelectric plant. This
connection is by direct burial concentric neutral 7,200 -volt power lines. This quality of
cable as it was installed has been estimated by Jim Develin, KEA's Electrical Engineer to
have exceeded its normal expected life and is subject to failure any day. The western
section of town is serviced by the same type of cable and there is no possibility of
delivering power to these residents, temporary or otherwise when this failure occurs.
It is desired that this project be engineered, and project managed thru The Alaska Energy
Authority.
6. The City of Port Lions Water Distribution Replacements and Expansion
$8,000,000
The original water and sewer distribution system for our community was built after the 1964
Good Friday earthquake and tsunami forced the displaced residents of Afognak to relocate
in what is now known as Port Lions. In 1994 a new system was installed. However, the
contractor did not complete the job correctly. Many homes were not connected to the new
system and many homes were connected incorrectly. The now connected system is
considered aged out because it is over twenty-five (25) years old. The City of Port Lions
Public Works crew consistently has a list of leaks and blockages to repair. In some places
the system is beyond repair. We are consistently over budget for our water and sewer
utility due to the unexpected expense of purchasing parts and paying our crew to repair
and replace section of the distribution system. The outdated system drastically hinders
community expansion efforts. The City of Port Lions are working closely with the Alaska
Native Tribal health Consortium (ANTHC) for replacement project to be included in their
funding pipeline as soon as possible.
7. The City of Old Harbor Hydroelectric Power Project
$10,500,000 (2012 Projected Cost)
This project is to construct a run -of -the -river hydroelectric facility with a diversion structure,
pipeline, powerhouse, and electric transmission line. The project will have a low flow
capacity of 140 kW and a peak capacity of 525 kW. This renewable resource will provide
electrical power for the residents of Old Harbor, along with reducing diesel fuel use for
power generation by at least 95%. It will help provide opportunities for economic growth
Kodiak Island Borough, Alaska
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108 and business development in the community.
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110 8. The City of Old Harbor Septic Tank Replacement
111 $100,000
112 Install a sewer septic tank in downtown Old Harbor, Alaska.
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114 9. Anton Larsen Bay Road Extension to Ice Free Water
115 $10,450,000
116 An extension of the Anton Larsen Bay Road to ice -free waters will provide year-round access
117 to those communities located in the Kupreanof Strait and Kizhuiak Bay area as well as those
118 who use the Island's West side for commercial and recreational purposes. Many times during
119 the year travel by vessel to Kodiak is treacherous. Extending the road to ice -free waters
120 makes traveling safer, providing access to critical services located in the City of Kodiak
121 including hospitals and businesses. This is envisioned to be a cooperative effort between
122 KIB, AKDOT, Ouzinkie Native Corporation (surface estate owner), Koniag Inc. (surface
123 estate owner) and other tribal entities. This route was identified in the Kodiak Transportation
124 Plan as an important upland facility. Some or all of the aforementioned parities may
125 participate in funding this.
126
127 10. Womens Bay Service District West Rezanof Drive Pedestrian Improvements
128 $5,000,000
129 The section of West Rezanof Drive near Sargent Creek and the Russian River
130 frequently has visitors taking advantage of fishing opportunities and other wildlife
131 viewing activities. Roadside parking and pedestrian activity along this corridor are
132 not compatible with the high-speed vehicular traffic on the roadway. To enhance
133 and eliminate conflicts between user groups, new construction items are being
134 proposed. This includes, but is not limited to, additional off-street parking,
135 boardwalks, pedestrian bridges, and other pedestrian improvements.
136
137 11. Chiniak Highway Paving
138 $42,000,000
139 The residents of Chiniak are requesting to seek funding for paving the Chiniak
140 Highway from mile maker 30 to mile marker 42. The road, owned by the State,
141 requires grading, drainage work, paving and construction pedestrian facilities.
142 Currently the road is gravel which possess increased icy conditions in the winter and is
143 dusty at all times of the year when dry. The gravel road requires continual
144 maintenance. The residents believe that maintenance will be reduced, and public
145 health and safety will increase with the paving of the road. Cost was estimated at
146 $3,500,000.00 per mile per state and federal calculations.
147
148 12. The City of Karluk Community Water Tank Distribution Systems
149 $250,000
150 The current water tank in Karluk has been condemned by the DEC. The Karluk IRA Tribal
151 Council has a new water tank sitting in the Native Village of Karluk. Funds are requested
152 for installation for the water distribution to the Village.
153
154 13. Women's Bay Service District South Russian Creek Road Repaving
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155 $1,800,951.75
156 The roadway was originally paved circa 1985 using mostly federal financing under the
157 Intermodal Service Transportation Efficiency Act. Since that time the roadway has been
158 maintained by the Womens Bay Service District with taxes collected from the residents for
159 that purpose. The Service District mill rate is currently 2.5 mill s which is the highest of all
160 Borough Service Districts. The current budget has barely been sufficient to keep roads
161 cleared of snow and ice and also maintain the 12 miles of road in the district. Over the
162 years the maintenance for the South Russian Creek Road paved area has increased as
163 the asphalt has deteriorated and at this time maintenance attempts are becoming futile and
164 exponentially more expensive. The estimate from Brechan Construction, LLC to repave the
165 roadway is $1,800,951.75 (see attached estimate). If the road is repaved, it would reduce
166 the overall maintenance costs and allow the Service District to re -allocate money to other
167 needed projects.
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169 14. The City of Port Lions Anton Larsen Dock, Launch Ramp, and Parking
170 Improvements
171 $2,000,000
172 The Anton Larsen Dock is heavily used by Port Lions and Ouzinkie residents, as well
173 as others living on the Island's West side, commercial fishermen, charter operations,
174 and citizens living on Kodiak's Road system. Improvements to this facility have been
175 made in the recent past. However, given the sites popularity, an expansion of the
176 parking facilities is needed. Additionally, a floating dock space is needed at the ramp so
177 that users can more safely pull boats or cargo to shore.
178
179 15. The City of Ouzinkie Municipal All -Purpose Complex
180 $4,807,500
181 The Ouzinkie City Offices have been housed, for decades, in an old BIA territorial school
182 that is home to hundreds of bats, old lead paint, and an electrical and plumbing system that
183 needs rigorous upgrading. The City Office Building consists of: offices, a conference room
184 and meeting area, maintenance equipment rooms, supply rooms and a small apartment.
185 We estimate that it would be less expensive to build from the ground up.
186 Each year the community faces various emergencies like: earthquakes generating tsunami
187 warnings and evacuations; winter storms that knock out power, downpours resulting in
188 water facility breakdown to winter ice and summer potholes wrecking equipment. New
189 situations such as the pandemic we are in bringing to the fore the lack of physical location
190 for locals seeking care, isolation, and resources. This building with its own generator for
191 power, would have storage of water, food and sleeping areas and would serve as a
192 command center for the whole community and the surrounding areas on Spruce Island.
193 Being placed as or above the 100 -foot inundation zone would be for the safety of the
194 community, building, equipment, and employees. It would also ensure that the community
195 would have a post emergency safe haven.
196 The complex would enhance basic operations. Emergency management addresses
197 extreme events, across all hazards and through the phases of mitigation, preparedness,
198 response, and recovery. A place for our heavy equipment, fire engine, ambulance etc.
199 would also be housed up in this area above the 100' mark to ensure that all this
200 equipment's would be available for post emergencies.
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201 There would be several areas along with offices and a conference/meeting room that
202 could house other much needed facilities for the community. A Teen and Youth Center,
203 one or two studio apartments, a Rural Training Center and an entrance or outdoor area
204 that would pay proper tribute to our men in uniform for their dedicated service to our
205 country is something that is valued by our community. A memorial would be a welcome
206 addition in recognition of their bravery, selflessness, and commitment to the defense of our
207 nation.
208 A Teen and Youth Center where Ouzinkie's youth would have a fun and safe place to
209 socialize, exercise and have appositive interaction with peers and adults affiliated with the
210 center. The Center could bring a strong character and realize our youth's development,
211 healthy living, and social responsibility. The mission would be to provide a safe, enjoyable
212 environment where teenagers can engage in beneficial educational, and leisure -time
213 activities.
214 Part of the building could also be used as a Rural Training Center with the conference and
215 meeting room serving a dual purpose as training and meeting rooms. Having a designated
216 area for classes would broaden the opportunities available for both agency programs and
217 actual opportunities for residents that have employment skill needs that are currently
218 unmet. The intent would be to keep the scale of operation flexible and small in size so as to
219 be able to adapt to changing vocation skill needs as well as providing focused individual
220 instruction.
221 • Phase One -Design: $550,000
222 This would include design of the building which would include but not be limited to
223 the administration offices, meeting and conference area/training areas, library,
224 apartments, supply and maintenance/parts area.
225 • Phase Two -Construction: $4,257,500
226 Moving of the office into temporary quarters. The City of Ouzinkie has a lot where a
227 temporary office trailer could go while this construction is underway. It is believed
228 that if construction starts in the early spring, then by late fall the project would be
229 completed. This phase would also include site preparation and construction.
230 16. The City of Ouzinkie Electrical Distribution System
231 $2,500,000
232 Age and exposure to salt -water atmosphere have revealed that all of the transformers on
233 Ouzinkie's electric distribution system have rusted out. When the lids rust through, water
234 gets into the transformers causing extreme loads, short circuits, and the potential, (due to
235 buildup of gas pressure), of explosion with consequences to individuals and property in the
236 vicinity. It is expected that this preventive renovation will reveal other situations such as
237 individual poles that need replacement and rerouting of transmission lines. A highly critical
238 and significant section of Ouzinkie's power is connected to the hydroelectric plant. This
239 connection is by direct burial concentric neutral 7,200 -volt power lines. This quality of cable
240 as it was installed has been estimated by Jim Develin, KEA's Electrical Engineer to have
241 exceeded its normal expected life and is subject to failure any day. The western section of
242 town is serviced by the same type of cable and there is no possibility of delivering power to
243 these residents, temporary or otherwise when this failure occurs.
244 /t is desired that this project be engineered, and project managed through The Alaska
245 Energy Authority.
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247 17. The City of Ouzinkie Renewable Energy Projects
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248 A. Alternative Energy Wind Generation $2,500,000
249 Ouzinkie has utilized alternative energy with the use of hydro power for 20
250 years. This has worked well for the community, and has resulted in a large
251 saving of fuel vs. diesel generation. The community wishes to enhance this
252 component of our generation facilities with the addition of wind power. Spruce
253 Island is located in an area with high potential for wind generation. The project
254 is expected to take four phases to be incorporated into the present grid.
255 Construction Phase
256 Phase One: Analyze the two years of wind data collected in the process of site
257 investigation for the new airport. Expected expenses $10,000
258 Phase Two: Construct a site-specific data collection wind tower for sizing of
259 wind generation tower and generator. An engineering feasibility study to the applicable
260 aspects of connecting solar to the present system. Running in tandem with diesel and
261 hydroelectric. Expected expense $100,000
262 Phase Three: Construct and install generator and tower of estimated size of
263 200KW. Expected expense $2,090,000
264 Phase Four: Install power control equipment to integrate equipment into the
265 present grid utilizing the hydro/diesel combination of generation.
266 Expected expense $100,000
267 Phase Five: Design and engineering, installation of SCADA computer controls and
268 programmable logic controllers. Expected expense $200,000
269 The creation of green alternative energy is an increasingly promising solution to multiple
270 challenges. Sustainable business and energy independence are keys to our economic
271 revitalization. Solar could be part of the answer to affordable power for housing and
272 business that will help offset the cost of electricity by diesel powered generators.
273 B. Alternative Energy Solar Panels
274 $7,750,000
275 Ouzinkie has an ideal area at the old Ouzinkie Airport for development of a solar farm that
276 would power much of the energy needs of the community. With the need to cut our
277 dependence on diesel fuel the community is looking at various alternative energy projects.
278 Having a hydroelectric system has helped with the consumption of diesel, additional
279 alternative energy working in tandem with the hydro would make Ouzinkie completely
280 independent of diesel.
281 The tremendous growth in the U.S. solar industry is helping to pave the way to a cleaner,
282 more sustainable energy future. Over the past few years, the cost of a solar energy system
283 has dropped significantly — helping to give more families and businesses access to
284 affordable, clean energy.
285 When converted to thermal energy, solar energy can be used to heat water for use in
286 homes and building; to heat spaces inside homes, greenhouses, and other buildings.
287 Solar energy can be converted to electricity by Photovoltaic (PV devices or solar cells).
288 Solar cells change sunlight directly into electricity. Individual PV cells are grouped into
289 panels and arrays of panels that can be used in a wide variety of systems that power single
290 homes, to power plants.
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291
292 18. The City of Ouzinkie Landfill Storage Facility
293 $60,000
294 Landfills are excavated or engineered sites where non -liquid hazardous waste is deposited
295 for final disposal and covered. The construction of a Storage Facility here is intended to
296 protect human health and the environment from the risks posed by waste. The containment
297 building will be 60'x80' completely enclosed, self-supporting structure (i.e., have four walls,
298 a roof, and a floor) used to store or treat non -containerized hazardous waste. Since
299 landfills are permanent disposal sites and are closed with waste in place installing such a
300 structure will enhance health and safety for operators maintaining the islands dump station.
301 The fabrication of covered storage will extend the life of this landfill a benefit for limited
302 island area.
303
304 19. The City of Ouzinkie Equipment Replacement
305 $1,100,000
306 The city's equipment is aging out and needs to be replaced. Heavy equipment has
307 been compromised due to being open to the salt air and other elements. A storage
308 building for housing heavy equipment for both the Native Village of Ouzinkie and
309 the City of Ouzinkie has been funded and is in its initial stages.
310
311 • Fork Life $250,000
312 • Dump Truck $200,000
313 • Caterpillar Excavator 320 $300,000
314 • Sewage Pumping Truck $200,000
315 • Backhoe/Loader $150,000
316
317 20. The City of Ouzinkie Municipal Port Facility Upgrades
318 • Zinc Replacement for Harbor and Dock $50,000
319 The Ouzinkie Boat Harbor was competed in 2001 and the dock was completed in 2012 and
320 the zinc anodes on the metal pilings and dock face are in need of replacement due to
321 electrolysis. Cathodic protection is a technique used to control the corrosion of metal
322 surface. The simplest method to apply cathodic protection is by connecting the metal to be
323 protected with another more easily corroded metal to act as the anode. Zinc is one of the
324 metals commonly used as anodes. Due to the zincs being welded on means that drivers
325 will have to replace these zincs on both the harbor and dock.
326 • Electrical Upgrade and Water to Boat Harbor $50,000
327 The Ouzinkie Boat Harbor, when it was built, was designed with very limited electrical
328 outlets. One group of 4 plug -ins at the end of each float. Our harbor is full and the need for
329 electricity by the vessels has outgrown what is available. An upgrade to existing meter
330 bases and additional bases to be put in at intervals along the three fingers to get rid of the
331 multitude of electrical cords being used by individual users.
332 The Harbor also does not have access to any fresh water. The installation of water lines to
333 the three floats would eliminate the need to haul water from the central part of town. Fresh
334 water would allow for local access to boats and skiffs that moor at the Harbor and for
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335 transients that are overnighting and traveling through to other destinations and fishing
336 grounds.
337 Access Ramp at Harbor
338 Engineering $1,500,000
339 Engineering will provide background and engineering design guidance for the Boat Harbor
340 Vehicle Access Ramp. The study will address the needs of the project, identification and
341 evaluation of available data that can be used to describe environmental (earth, water and
342 weather) conditions affect the land above the harbor and develop a detailed design and
343 construction cost estimate based on the environmental concerns.
344 Construction $1,500,000
345 Ouzinkie has a boat harbor breakwater for the protection of marine vessels and skiffs in the
346 harbor area. Use of this facility has restrictions for commercial fishermen, skiff owners, and
347 tourism vessels. Currently, access is restricted to a narrow gravel road from Spruce Street
348 that goes down a hill to a narrow 10'x3' wooden ramp that accesses the harbor grated
349 walkway ramp. It does not allow for skiff to car/4-wheeler loading access. You have to
350 unload your freight from your boat by hand, into carts, hand cart the freight up the grated
351 ramp, up the wooden ramp, up a one lane S shaped gravel route to your vehicle. A vehicle
352 accessible ramp would allow for skiff to car unloading. Handicap/Elder accessibility is
353 almost non-existent.
354 • Fish Cleaning Station $50,000
355 Stainless steel will not rust or corrode, making them ideal for coastal use: the cleaning
356 station design is for unsupervised operation in publicly accessible areas. It could
357 accommodate multiple users at a time and can be integrated with water. Water access can
358 be done with one -inch HTP pipe running across access ramp with hose bib on end. The
359 disposal of fish waste will benefit Spruce Island Farms our food project which composts for
360 rich soil. The fish cleaning station will have signs that list the rules and regulations for use.
361 • Public Restrooms $170,000
362 For comfort and convenience of community members and visitors to the village we would
363 like to install a concrete slab enclosed restroom facility at the Ouzinkie Boat Harbor and at
364 the new Municipal Dock. Currently the closest public facilities for the boat harbor are half a
365 mile away, at the Tribal Cultural Center. There is a septic station at the start of the harbor
366 road, it would not take much effort to construct and install such a facility.
367 With Ouzinkie now being on the Alaska Marine Highway System people are waiting at the
368 dock area where there are no restroom facilities available. This could be incorporated with
369 a shelter for protection against inclement weather while waiting for the ferry. As part of the
370 economic development of the municipal dock this public restroom facility would enhance
371 the other projects that are planned for future development.
372
373 21. The City of Ouzinkie Community Road's Upgrade -Construction
374 $3,275,000
375 The City of Ouzinkie has not had available, since original construction in the 1970's,
376 material for maintenance and repair of the Village roads. Road improvements would
377 include road shaping and crowning, drainage and culvert improvements, chip seal
378 surfacing and dust control. The road improvements would improve vehicle and pedestrian
379 safety and eliminate destructive potholes.
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380 Recent construction of a sewer project in the village has required digging up the village
381 streets, causing damage that is not restorable under the constraints of the village and
382 water project budget. The net effect is excess wear and damage to not only the village
383 utility vehicles such as the dump truck, electric utility vehicles, fire and ambulance services,
384 but to the vehicles utilized by residents in the normal pursuit of personal or vocational
385 business. Excess wear and damage have been noted on the grader used for snow
386 removal. Repair of this item requires sending eh equipment out of the village on a landing
387 craft at a considerable expense for repair. Individual residents can only afford to absorb
388 their own personal losses.
389 There was a planned airport construction project in Ouzinkie in 2008; the project has
390 provided the opportunity for tremendous cost -savings for small local projects that would
391 otherwise not be practical from a construction mobilization standpoint. Throughout Alaska,
392 agencies and communities look for these cooperating project opportunities. Ouzinkie
393 understands this is an opportunity to focus their efforts.
394
395 22. The City of Ouzinkie Public Facilities Development
396 • Boardwalk Repair/Replacement $100,000
397 Ouzinkie's wooden boardwalk is an identifying feature of the community and provides for a
398 scenic stroll along our coastline. Unfortunately, City budget constraints have not allowed
399 for proper routine maintenance and our boardwalk is in desperate need of extensive
400 repairs or a complete replacement. Ouzinkie residents frequently travel the boardwalk to
401 get from one end of the community to the other and it is highlight of our village tour.
402 Ensuing its continued presence in our community is a priority for many Ouzinkie residents.
403 • Community Development $200,000
404 The City of Ouzinkie has many trails and recreational spots that have been in existence for
405 time immemorial and should be taken care of especially that Ouzinkie is working on
406 drawing tourism to the village. Scenic outlook viewing shelters, fire pits, benches, outdoor
407 toilet facilities, trail maintenance, small bridges, and camping facilities would contribute to
408 the development of this tourism and economic development. In keeping with tourism, a
409 water -front area of shops downtown would be an attraction to tourists where they could buy
410 form local artists.
411 The community needs an outdoor recreation site. A place where activities such as a
412 baseball, volleyball, basketball, tennis, track, etc. can be conducted. The facility could also
413 include a camping and barbecue area for outdoor community events and tourist events.
414 • Upgrade to Freezer Building/Fish Processing Facility $350,000
415 The existence of our community's freezer building/fish processing facility represents a
416 great deal of opportunity and un -utilized potential. The primary reason for its non -
417 operational status is that the cost of operation is too high, and the village cannot afford its
418 associated costs. Some modifications are required to update the facility and maximize its
419 job -creating and income -earning potential, such as a ramp and an easy access point for
420 unloading fish and finished products.
421 However, the primary issue which must be addressed is lowering the costs of utilities.
422 Having the facility linked up with solar panels, wind turbines, etc. would lower the cost of
423 the round-the-clock power consumption required to keep the catch cold and allow the
424 village to realize a profit from its efforts. This would also catch cold and allow the village to
425 realize a profit from its efforts. This would also facilitate the community in its ability to
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426 "brand" itself, selling an array of top-quality, locally caught fish to a wide range of
427 consumers.
428
429 23. The City of Port Lions Disaster Emergency Preparedness
430 $50,000.00
431 The City of Port Lions has an active Volunteer Fire Department and Village Response
432 Team, both of which consist of fairly new members who are acquiring the necessary
433 training to be effective First Responders. We also have a strong Public Safety Department
434 (Village Public Safety Officer) and a community health clinic.
435 We have used our available resources to properly outfit our Volunteer Firefighters, but we
436 still have a need for additional gear.
437 The Quonset in which our fire truck is housed lacks heat and insulation, so we are not able
438 to keep water in the truck tank in the winter months. We must rely on hydrants and hoses
439 during the cold months. We would like to use foam insulation and install a waste oil burning
440 heater in the Quonset garage. Our firetruck could then be used all year round.
441 Our community has received tsunami warning sirens through SOA and NOAA funding.
442 However, one of the sirens is not connected to permanent electricity. We must contract
443 with the local electric provider to get it installed.
444 We also need to obtain some basic disaster preparedness survival items such as
445 emergency blankets, cots, dehydrated meals and a portable water purification system.
446
447 24. Demolition and Replacement of the Port Lions City shop
448 $750,000.00
449 The City of Port Lions Public Works Department provides essential services (water and
450 sewer, refuse collection, fuel delivery) to the approximately 175 residents of our off-road
451 Kodiak community.
452 The Public Works Department operates out of our city shop facility, which is at least 45
453 years old and is deteriorating rapidly. The interior is unfinished, unheated, with two small
454 equipment bays (one has a concrete floor, and one has a dirt floor), and no running water
455 or restroom.
456 The shop facility is crucial to all City of Port Lions functions, as it is our only enclosed area
457 for equipment repair and maintenance, supply and tool dry storage, fabrication shop for
458 small welding projects, staging area for water and sewer projects.
459 This project is our top priority for FY24. With funding a Quonset style building with running
460 water, a waste -oil burning heater, and a restroom will replace the existing structure.
461
462 25. City of Port Lions Streets and Roads Resurfacing
463 $2,500,000.00
464 Port Lions is a small off-road community in the Kodiak Archipelago. The Port Lions Road
465 system spans approximately seven (7) miles and is vital to our community for commuting
466 to work, school, church, the airstrip (located 2 miles from the Village), boat harbor (located
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467 1 miles from the village), ferry dock (located 3 miles from the village), evacuation to high
468 ground in the event of a tsunami. We have no store, so access to daily planes, the boat
469 harbor and ferry dock is critical for our residents to receive groceries, fuel, and other
470 necessities. We have approximately five (5) miles of State of Alaska road and two (2) miles
471 of residential roads in Port Lions, but the State Road has never been resurfaced (even
472 though unpaved roads are usually resurfaced every 10-15 years on average).
473 Driving conditions have become hazardous in area due to lack of guard railings, bare
474 surface, washed out culverts, and damaged signage. The City of Port Lions does not have
475 funding to support a project that would resurface the five miles of State Road in our village.
476 We struggle to perform regular maintenance on the two (2) miles of residential routes that
477 we own. This project would ensure community member's safe travel to and from work,
478 school, or during an emergency mass evacuation.
479 The funds we receive from the SOA in "revenue sharing" (Community Assistance Program)
480 have steadily decreased for many years whiles, at the same time, the Alaska Municipal
481 League Joint Insurance Association has continually raised our premiums. The result is that
482 over half of our revenue sharing funds now go to paying for our annual insurance. The
483 remainder is split between supporting our Library, our public safety program, and our
484 streets and roads department.
485
486 26. The City of Port Lions Equipment Fleet
487 $65,000.00
488 The City of Port Lions operates an aging fleet of equipment that includes a small motor
489 grader, a small backhoe, and a small bulldozer. We also own a 2013 front end loader,
490 excavator, garbage truck, and shop truck.
491 All of the aging equipment is in very poor condition. The public works crew spends a
492 number of hours each year working to keep them running.
493 We own and operate a State of Alaska permitted landfill. In order to stay in compliance with
494 the permit, we must regularly move and cover refuse. We also must regularly move ash
495 from our landfill burn box. These activities require the use of a small, reliable bulldozer. Our
496 current bulldozer does not start without pouring gasoline in the starter, the door does not
497 close, and the floor is rotting (we have attached a piece of plywood over the hole for safety
498 purposes).
499 With funding, we would work to procure used or modestly priced heavy equipment to fulfill
500 our community's needs.
501
502 27. Heating and Insulation Installation for the City of Port Lions Fire Station
503 $35,000.00
504 The City of Port Lions fire station houses the fire truck and volunteer fire department
505 equipment. The fire truck bay does not have adequate insulation or heating for winter
506 weather conditions. Prolonged cold temperatures create freezing conditions within the
507 building which can cause the water inside the fire truck to freeze. During winter months, we
508 do not fill the firetruck with water, rather the Volunteer Fire Department has been trained to
509 use hydrants and hoses instead.
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510 We also have a small Code Red suppression unit that can be towed to buildings that are too
511 far away from a hydrant. But, in spite of our efforts to be prepared to respond to fires without
512 a fire truck, our community is still at risk for loss of property or life in the event of a fire.
513 The majority of Port Lions residents rely on wood stoves during the winter months. Our off -
514 road community is very spread out, and many structures are not in close proximity to a fire
515 hydrant. Our Code Red unit works well, but it is too small to be relied upon to suppress any
516 large fire.
517 With funding, the fire truck bay would be insulated with spray foam, and adequate heating
518 would be installed in the fire station to allow the fire truck to be filled and ready to respond to
519 emergency situations.
520
521 28. The City of Port Lions Harbor Crane
522 $75,000.00
523 The community of Port Lions is a small fishing community on Kodiak Island. The harbor
524 facilities offer a small range of commodities such as pot storage, harbor storage, and a
525 gridiron. The hoist for the harbor is aged out, broken, and would cost more to repair than
526 replace it. The lack of a hoist greatly impacts our community members who fish
527 commercially, transport heavy cargo or fuel, or need to remove equipment from their vessels
528 for repairs. The crane is also used to move freight off landing crafts and barges. Most
529 importantly drums of fuel and pallets of groceries coming into the village.
530 With funding, we would be able to remove and replace the broken crane with a reliable one
531 that would serve the community's needs for decades.
532
533 29. The City of Port Lions Water Distribution Replacement and Expansion
534 $8,000,000.00
535 The original water and sewer distribution system for our community was built after the 1964
536 Good Friday earthquake and tsunami forced the displaced residents of Afognak to relocate
537 in what is now known as Port Lions.
538 In 1994 a new system was installed. However, the contractor did not complete the job
539 correctly. Many homes were not connected to the new system, and many homes were
540 connected incorrectly.
541 The system is now considered aged out because it is over 25 years old. The City of Port
542 lions Public Works crew consistently has a list of leaks and blockages to repair. In some
543 places the system is beyond repair. We are consistently over budget for our water and sewer
544 utility due to the unexpected expense of purchasing parts and paying our crew to repair and
545 replace sections of the distribution system. The outdated system drastically hinders
546 community expansion efforts and has become financially crippling to the community
547 members when water mains burst. We are working closely with the Alaska Native Tribal
548 Health Consortium (ANTHC) for a replacement project to be included in their funding pipeline
549 as soon as possible. ANTHC leverages funding from multiple sources, including the State of
550 Alaska, to get projects funded as quickly as possible and we are committed to fully
551 participating in their process. We have also received a generous donation from the NVPL
552 (Native Village of Port Lions) in the amount of $250,000.
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553 We would be grateful for any support from our partners to ensure state and federal funding
554 is allocated to keeping important rural Alaskan water and sewer projects such as ours
555 moving forward as quickly as possible.
556
557 30. The City of Port Lions Youth Activity Program
558 $20,000.00
559 Port Lions has identified a need for safe regularly scheduled events and activities for the
560 youth of our community. Our community has shown and proved that success shortly
561 follows graduates of all ages of our preschool, kindergarten, elementary, middle school,
562 and high school levels. We are seeking funding to instill a youth activity program in
563 partnership with popular local entities that will enable our youth to flourish. Indoor and
564 outdoor winter and summer activities as well as activities reflecting the school districts
565 calendar will be our base focus.
566
567 31. The City of Port Lions Harbor Building
568 $250,000.00
569 The City of Port Lions has identified a need to demolish and replace the Port Lions harbor
570 building. The building is beyond repair and the cost to repair it nears the cost to replace it.
571 The harbor building is important to our community as we are a strong and popular fishing
572 community. We hope to benefit and support our fishing community by providing a space for
573 our harbor master to shelter and complete their work while caring for the facility. Fishing
574 vessels would also be allowed a spacious dry storage locker for their equipment and career
575 needs.
MR
577 32. The City of Port Lions Energy Independence
578 $250,000.00
579 The City of Port Lions would like to create energy independence for our community. As a
580 part of the Kodiak Electric Association Coop, we are already part of an energy efficient,
581 renewable energy electricity grid. However, we are concerned about the rising cost of
582 heating oil for our residents, especially our elders.
583
584 We would like to partner with the Native Village of Port Lions and the State of Alaska to
585 leverage resources that will help us complete a comprehensive community energy plan (with
586 audit and/or feasibility study).
587
588 Building on community energy planning that began in 2014, and using US Department of
589 Energy resources that are available to federally recognized Tribes, we propose a total budget
590 of approximately $250,000 to accomplish this planning effort.
591
592 33. The City of Port Lions Airport Expansion Project
593 $25,000,000.00
594 The DOT & PF and FAA have identified multiple function, operational and safety needs at
595 the Port Lions Airport through previous engineering analysis and scoping efforts. The
596 purpose of the project is to provide safety improvements to the Port Lions Airport and
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597 associated facilities that would address these deficiencies with the objective that the airport
598 would continue to fulfill its role as a community class airport.
599 The Alaska Department of Transportation and Public Facilities (DOT&PF) proposes to
600 design and construct improvements to the Port Lions Airport. The project would realign,
601 lengthen and widen the existing airport to meet Federal Aviation Administration (FAA)
602 guidelines to ensure continued service as a safe and efficient facility.
603 The airport is vital to the City of Port Lions as it serves as one of the only forms of
604 transportation in and out of the village during the winter months. Residents in the village
605 rely on flights in and out of the village for medical travel, grocery shopping and other
606 necessary appointments.
607
608 34. Kodiak Island Borough Bells Flats Commercial Truck Route Road Improvements
609
610 $10,475,000
611 This project will improve an existing circuit of roads in the Womens Bay area of the Kodiak
612 Road System. The roads included in this project are traveled by commercial trucks
613 transporting product from a gravel extraction site on Middle Bay Drive which produces the
614 bulk of the gravel materials for concrete and asphalt production in the Kodiak community.
615 It is estimated that this site can continue to produce a significant supply of gravel until at
616 least the year 2040. These roads also support approximately 350 residents and other
617 small business operations. A traffic pattern utilizing this loop of roads has been established
618 to minimize collision potential. Empty gravel hauling trucks enter the gravel extraction site
619 at one location and exit at a separate location, allowing the trucks to travel one-way along
620 the circuitous path. This project will preserve improve road surfaces by reconstructing
621 approximately three (3) miles of roadway including Sargent Creek Road, Salmonberry
622 Drive, Middle Bay Drive, and Bells Flats Road in the Bells Flats Subdivision approximately
623 eight miles south of the City of Kodiak. These routes all link together and are the main loop
624 through the Women's Bay Area. Reconstruction of the Sargent Creek Road will begin at
625 Rezanof Drive and extends to the intersection of Bells Flat Rd. continuing from the
626 intersection of Salmonberry Dr to the end of Middle Bay Drive (approximately 2 miles of
627 paved road surface). The intersection of Bells Flat Road and Sargent Creed Rd, including
628 all of Salmonberry Drive, back to the intersection Bells Flat Rd to Middle Bay Dr will also be
629 reconstructed (approximately 1 mile of gravel/RAP road surface). Existing pavement will be
630 milled and repaved, RAP surface areas will be paved, and subsurface improvements to be
631 completed on portions of the project as well as 8 culvert replacements. Sargent Creek
632 road, included in this project, is the single road for entry into and exit from the subdivision,
633 thus connecting all residents of the subdivision with goods and services such as medical,
634 educational, travel (airport and Alaska Marine Highway), grocery, home goods, repair, etc.
635 in the greater Kodiak city area.
636
637 35. Kodiak Island Borough Pedestrian Pathways to North Star Elementary School
638
639 $2,000,000
640 This project will provide safe pedestrian access to an elementary school located atop a hill
641 and surrounded by residential neighborhoods without sidewalks along the narrow unpaved
642 roads. It also connects to a pedestrian/bike path along an arterial road that is popular
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643 among residents and visitors for commuting and recreational use, and a recreational trail
644 that follows a nearby creek.
645 A separated five -foot -wide pedestrian gravel pathway will be constructed along two
646 residential roads leading to an elementary school. A separated pedestrian pathway
647 addresses the risk for vehicle -pedestrian interactions, particularly when roads are snow
648 and/or ice laden, by constructing a gravel pathway outside of the roadway. The dangerous
649 walking conditions during winter have necessitated a hazardous bus route for students
650 living within one mile of the school, provided by the Kodiak Island Borough School District.
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ADOPTED BY THE PLANNING AND ZONING COMMISSION OF THE KODIAK ISLAND
BOROUGH
THIS September 20, 2023
ATTEST:
Bronwyn Currie, Permit Technician
Kodiak Island Borough, Alaska
KODIAK ISLAND BOROUGH
A, L L5rDA4-
Alan Schmitt, Chair
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CITY OF KODIAK
RESOLUTION NUMBER 2023-04
A RESOLUTION OF THE COUNCIL OF THE CITY OF KODIAK ADOPTING A
FY2024 STATE CAPITAL IMPROVEMENT PROGRAM LIST
WHEREAS, the City of Kodiak uses a Capital Improvements Program planning process to
identify the capital improvement project needs of the community: and
WHEREAS, this identification and planning process plays a vital role in directing the
City's administration and is utilized as a long-range planning and policy setting tool for City
infrastructure maintenance and enhancement: and
WHEREAS, the City of Kodiak is committed to paying its way to the greatest extent
possible. but the cost of some of the City's capital project needs are greater than the resources
available locally; and
WHEREAS, the Kodiak City Council has identified and prioritized capital improvement
projects for submission to the Alaska State Legislature and Governor for funding consideration
due to their significance and/or magnitude; and
WHEREAS, the City of Kodiak relies upon the State of Alaska's legislative and matching
grant programs and the Community Assistance Program to continue to keep its economy strong.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Kodiak, Alaska,
that the following infrastructure replacementlimprovement projects and issues are considered of
primary importance and are hereby adopted as the City of Kodiak's FY2024 State capital
improvement project and issues list:
1. St. Herman Harbor Infrastructure Replacement. (Phase I & H) $16,000,000
(Phase III & IV) $40,000,000
St_ Herman Harbor (SHH) was built by the State of Alaska in 1982 and has been a vital facility
for Kodiak's large and diverse commercial fishing fleet for over 40 years. The State of Alaska
turned over all state owned facilities in St. Herman Harbor to the City of Kodiak in 1999. The
facility provides safe moorage for more than 400 vessels from all over Alaska and the West
Coast. With the exception of a few minor upgrades over the years, the original float system is
beyond its useful life and is in critical need of replacement.
The proposed project would result in the reconstruction of St. Herman Harbor with the
replacement of most of its float system in four phases. Currently. the harbor has been losing
one dock per year due to aging and the saltwater elements. A dock loss results in 2 vessel berths
along with the revenue generated for the harbor. This rate of failure is likely to increase in
future years as the existing docks further deteriorate. The latest inspection report shows many
portions of the facility are in very poor condition. The forty -year old float systems suffer from
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AGENDA ITEM #2.a.
failing concrete, rotting walers and bullrails, and an outdated electrical system. These floats
contain electrical pedestals, fire suppression water lines, safety ladders and supply water.
In 2022, the City contracted with PND Engineers, Inc. (PND) to prepare a St. Herman Harbor
Planning and Scoping Report that includes concept harbor layouts, cost estimates and
construction phasing recommendations. The City is requesting $16 million to complete the
first two phases. Phases III & IV estimated project development cost is approximately
$40,000,000.
Modernizing and expanding our port infrastructure is critical to remaining competitive in
maintaining our status as an important commercial fishing community. Waterfront facilities
and marine infrastructure are a critical element to the City of Kodiak and the State of Alaska,
supporting a large portion of the City's commerce, industry, transportation, and recreational
needs.
2. Waste Water Treatment Plant Facility $1,900,000
The City of Kodiak Treatment Plant operates under an Alaska Department of Environmental
Conservation (ADEC) APDES permit. The first phase of a larger project to upgrade the City
of Kodiak Waste Water Treatment Plant was to evaluate the facility for immediate system
needs. The last major maintenance upgrade to the facility was in 1999. The condition and
evaluation assessment included all major components within the plant interior and exterior, the
out -buildings and three aeration basins; including all mechanical equipment needs. Alaska
Pollutant Discharge Elimination System (APDES) permitting requirements were included
during this assessment. Included in the facility rebuild assessment is the supervisory control
and data acquisition (SCADA) system to interface with the 34 sewer lift station pumps and
waste treatment at the facility. This facility with its labyrinth of connecting sewer lines, directly
serves 2667 City of Kodiak and Kodiak Borough households including commercial businesses.
The Treatment Plant also serves the U.S. Kodiak Coast Guard Base and the Pacific Spaceport
Complex indirectly with our certified laboratory testing and waste disposal; not to mention
NOAA vessels, the Alaska Marine Highway vessels and the expanding cruise ship industry
stopovers in our Kodiak Harbors.
The City of Kodiak is requesting Federal funding in the amount of $1.9M to begin design
efforts leading to the construction of this critical infrastructure Waste Water Treatment Plant
project that will support the wastewater needs of the community for the next twenty years.
3. New Fire Department Emergency Response Vehicle $2,350,000
The City of Kodiak has an important request to replace a critical need fire suppression vehicle,
the city's lone ladder truck. The current vehicle is twenty-three years old and the industry
standard requirements subject this aging ladder truck to complete inspection each year to
certify its continued use. This requires a U.L. certified inspection causing the city to prioritize
limited funding each year. The age of the apparatus also corresponds to increased maintenance
needs. Some of the systems built-in to the apparatus are no longer supported causing increased
difficulty and cost to maintain the apparatus in a `ready' state.
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The primary purpose of this 105' foot ladder truck is used for fire suppression of the shoreside
seafood processor plants which have vehicle access from the upland side. The need to reach
out over the buildings or any other multi-level buildings provides critical suppression and
rescue capabilities when many lives are at risk. This unique vehicle also serves as the high -
angle rope rescue platform for emergency calls over vertical terrain.
4. Transportation Infrastructure Projects
$3,750,000
• Mill Bay Road Rehabilitation — $2,000,000
Bristol Engineering Services Company LLC has completed the City of Kodiak's Long
Range Transportation Plan, Mill Bay Road is the city's top priority. This project would
remove and replace existing 4 -inch asphalt pavement from the intersection of Upper Mill
Bay Road to Benny Benson Drive (approximately 1.4 miles or 7400' in length). Paved
width is 34 feet wide. This primary arterial city road provides access to schools, medical
services, food and goods supplies, and many other support businesses. The average daily
traffic volume is 7,680 vehicles per day.
• Mission Road Rehabilitation — $1,750,000
Mission Road is identified as another high priority road in the city. Perhaps one of the
earliest built road in Kodiak's history and a clear public priority. The pavement and
underground utilities is among the worst of the roads in the city. Reconstruct with
modification to create a one-way road section (including complete replacement of the road
bed to a depth of at least 3 feet) beginning at Erskine St and ending at intersection of
Ismailov and 12th (approximately 0.5 miles or 2600' in length). Project would
include new 6 -foot wide sidewalk located on the uphill side of the street, drainage
(presently there is no storm drainage infrastructure the entire length) and
lighting improvements to tie into existing facilities at both termini. Bed rock should be
anticipated on the uphill side of the road. Additional utility work anticipated by the City is
replacement of 1956 -era water and sanitary sewer mainlines (and service reconnects) for
the entire length. This work scope would be accomplished concurrent with the other work
but the cost is not included in this estimate. This urban major collector, experiences 1,610
to 2,330 vehicles per day.
FY 2024 City of Kodiak Supported State Issues:_
1. Requesting an increase of State funding for Community Jails.
2. Investments in infrastructure to address food security.
3. Support continued investment in Ports and Harbors.
4. Support Water and Wastewater State Revolving Fund Program and Loan Forgiveness
Resolution No. 2023-04
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ATTEST:
CITY CL41tK
Resolution No. 2023-04
Page 4 of 4
AGENDA ITEM #2.a.
CITY OF KODIAK
l�j 01�/��� -
MAYOR
Adopted: February 13, 2023
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CITY OF KODIAK
RESOLUTION NUMBER 2023-07
A RESOLUTION OF THE COUNCIL OF THE CITY OF KODIAK AMENDING
RESOLUTION NO. 2023-05 ADOPTING THE FEDERAL FISCAL YEAR 2024 SUP-
PORTED FEDERAL ISSUES LIST AND FISCAL YEAR 2024 FEDERAL CAPITAL LIST
WHEREAS, the City of Kodiak uses a Capital Improvements Program planning process to
identify the capital needs of the community and
WHEREAS, this identification and planning process plays a vital role in directing the
City's administration and is utilized as a long-range planning and policy setting tool for City in-
frastructure maintenance and enhancement; and
WHEREAS, the City of Kodiak is committed to paying its way, to the greatest extent pos-
sible, but the cost of some of the City's capital project needs are greater than resources available
locally; and
WHEREAS, Kodiak City Council has identified capital project needs for submission to the
Alaska Congressional Delegation for funding consideration due to their significance and/or mag-
nitude; and
WHEREAS, changes may be required as to how capital funding contributions for smaller
communities like Kodiak, Alaska can be made at the Federal level; and
WHEREAS, the City of Kodiak faces several issues generated by Federal legislation or
rulemaking that are of importance to the City of Kodiak, Alaska, and which may adversely impact
life in Kodiak by placing undue burdens on those who work and live in the community.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Kodiak. Alaska,
that the following projects and issues are high priorities for the community and are hereby adopted
as the City of Kodiak Federal Fiscal Year 2024 supported federal issues list and Federal Fiscal
Year 2024 prioritized federal capital projects list:
FFY 2024 City of Kodiak Prioritized Federal Capital Proiects List
1. St. Herman Harbor Infrastructure Replacement. (Phase I & Ill) $1.6,000,000
(Phase III & IV) $40,000,000
St. Heenan Harbor (SHH) was built by the State of Alaska in 1982 and has been a vital facility
for Kodiak's large and diverse commercial fishing fleet for over 40 years. The State of Alaska
turned over all state owned facilities in St. Herman Harbor to the City of Kodiak in 1999. The
facility provides safe moorage for more than 400 vessels from all over Alaska and the West
Coast. With the exception of a few minor upgrades over the years, the original float system is
beyond its useful life and is in need of replacement.
Resolution No. 2023-07
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The proposed project would result in the reconstruction of St. Herman Harbor with the replace-
ment of most of its float system in four phases. Currently, the harbor has been losing one dock
per year due to aging and the saltwater elements. A dock loss results in 2 vessel berths along
with the revenue generated for the harbor. This rate of failure is likely to increase in future
years as the existing docks further deteriorate. The latest inspection report shows many por-
tions of the facility are in very poor condition. The forty -year old float systems suffer from
failing concrete, rotting walers and bullrails, and an outdated electrical system. These floats
contain electrical pedestals, fire suppression water lines, safety ladders and supply potable wa-
ter.
In 2022, the City contracted with PND Engineers, Inc. (PND) to prepare a St. Heenan Harbor
Planning and Scoping Report that includes concept harbor layouts, cost estimates and con-
struction phasing recommendations. The City is requesting $16,000,000 to complete the first
two phases. Phases III & IV estimated project development cost is approximately $40,000,000.
Modernizing and expanding our port infrastructure is critical to remaining competitive in main-
taining our status as an important commercial fishing community. Waterfront facilities and
marine infrastructure are a critical element to the City of Kodiak and the State of Alaska, sup-
porting a large portion of the City's commerce, industry, transportation, and recreational needs.
2. Waste Water Treatment Plant Facility
$1,900,000
The City of Kodiak Treatment Plant operates under an Alaska Department of Environmental
Conservation (ADEC) APDES permit.The first phase of a larger project to upgrade the City of
Kodiak Waste Water Treatment Plant was to evaluate the facility for immediate system needs.
The last major maintenance upgrade to the facility was in 1999. The condition and evaluation
assessment included all major components within the plant interior and exterior, the outbuild-
ings and three aeration basins; including all mechanical equipment needs. Alaska Pollutant
Discharge Elimination System (APDES) permitting requirements were included during this
assessment. Included in the facility rebuild assessment is the supervisory control and data ac-
quisition (SCADA) system to interface with the 34 sewer lift station pumps and waste treat-
ment at the facility. This facility with its labyrinth of connecting sewer lines, directly serves
2667 City of Kodiak and Kodiak Borough households including commercial businesses. The
Treatment Plant also serves the U.S. Kodiak Coast Guard Base and the Pacific Spaceport Com-
plex indirectly with our certified laboratory testing and waste disposal; not to mention NOAA
vessels, the Alaska Marine Highway vessels and the expanding cruise ship industry stopovers
in our Kodiak Harbors.
The City of Kodiak is requesting Federal funding in the amount of $1.9M to begin design
efforts leading to the construction of this critical infrastructure Waste Water Treatment Plant
project that will support the wastewater needs of the community for the next twenty years.
3. New Fire Department Emergency Response Vehicle $2,350,000
Resolution No. 2023-07
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AGENDA ITEM #2.a.
The City of Kodiak has an important request to replace a critical need fire suppression vehicle,
the city's Ione ladder truck. The current vehicle is twenty-three years old and the industry
standard requirements subject this aging ladder truck to complete inspection each year to cer-
tify its continued use. This requires a U.L. certified inspection causing the city to prioritize
limited funding each year. The age of the apparatus also corresponds to increased maintenance
needs. Some of the systems built-in to the apparatus are no longer supported causing increased
difficulty and cost to maintain the apparatus in a `ready' state.
The primary purpose of this 105' foot ladder truck is used for fire suppression of the shoreside
seafood processor plants which have vehicle access from the upland side. The need to reach
out over the buildings or any other multi-level buildings provides critical suppression and res-
cue capabilities when many lives are at risk. This unique vehicle also serves as the high -angle
rope rescue platform for emergency calls over vertical terrain.
4. Transportation Infrastructure Projects
$3,750,000
• Mill Bay Road Rehabilitation — $2,000,000
Bristol Engineering Services Company LLC has completed the City of Kodiak's Long
Range Transportation Plan. Mill Bay Road is the city's top priority. This project would
remove and replace existing 4 -inch asphalt pavement from the intersection of Upper Mill
Bay Road to Benny Benson Drive (approximately 1.4 miles or 7400' in length). Paved
width is 34 feet wide. This primary arterial city road provides access to schools, medical
services, food and goods supplies, and many other support businesses. The average daily
traffic volume is 7,680 vehicles per day.
• Mission Road Rehabilitation — $1,750,000
Mission Road is identified as another high priority road in the city. Perhaps one of the
earliest built road in Kodiak's history and a clear public priority. The pavement and under-
ground utilities is among the worst of the roads in the city. Reconstruct with modification
to create a one-way road section (including complete replacement ofthe road bed to a depth
of at .least 3 feet) beginning at Erskine St and ending at intersection of Ismallov and
12' (approximately 0.5 miles or 2600' in length). Project would include new 6 -foot wide
sidewalk located on the uphill side of the street, drainage (presently there is no storm drain-
age infrastructure the entire Iength) and lighting improvements to tie into existing facilities
at both termini. Bed rock should be anticipated on the uphill side of the road. Additional
utility work anticipated by the City is replacement of 1956 -era water and sanitary sewer
mainlines (and service reconnects) for the entire length. This work scope would be accom-
plished concurrent with the other work but the cost is not included in this estimate. This
urban major collector, experiences 1.610 to 2,330 vehicles per day.
FY 2024 City of Kodiak Supported Federal Issues:
Resolution No. 2023-07
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• Authorization & appropriation for a General Investigation Study with the USACE for
future development of a deep -water turning basin and additional pier space in the Ko-
diak vicinity
• Defense Community Infrastructure Program for USCG communities
• Immigration Office in Kodiak
• Kodiak Fisheries Disaster — Local Government Fish Tax Reimbursement
ATTEST:
�taTLt�I iq-As
CITY CLOkK
Resolution No. 2023-07
Page 4 of 4
CITY OF KODIAK
MAYOR
Adopted: March 23, 2023
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AGENDA ITEM #2.a.
CITY OF OUZINKIE
RESOLUTION 2023-07
CAPITAL IMPROVEMENT PROJECT LIST
A RESOLUTION OF THE OUZINKIE CITY COUNCIL APPROVING THE
REVISED FY 2024-2028 CAPITAL IMPROVEMENT PROJECT LIST
WHEREAS, the Ouzinkie City Council has evaluated the Capital Improvement needs of the
City of Ouzinkie and Developed a Capital Improvement Program List to address these needs;
and;
WHEREAS, the capital projects included in the attached Capital Improvement Program are
necessary, to improve the health, safety and well-being of the residents of Ouzinkie and;
NOW, THEREFORE BE IT RESOLVED that the attached Capital Improvement Program List
establishes the 2024-2028 Capital Improvement Project Priorities for Ouzinkie.
PASSED AND APPROVED by the Ouzinkie City Council on this 16th day of August, 2023.
SIGNED: &—.'q
Elijah Jackson, Mayor
ATTEST: C
Frei icori, Ofrk
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CITY OF OUZINKIE
CAPITAL IMPROVEMENT PROJECT LIST
FY 2024-2028
1. Ouzinkie Municipal All -Purpose Complex $4,807,50
The Ouzinkie City Offices have been housed, for decades, in an old BIA territorial school
that is home to hundreds of bats, old lead paint, and an electrical and plumbing system
that needs rigorous upgrading. The City Office Building consists of: offices, a conference
room and meeting area, maintenance equipment rooms, supply rooms and a small
apartment. We estimate that it would be less expensive to build from the ground up.
Each year the community faces various emergencies like: earthquakes generating
tsunami warnings and evacuations; winter storms that knock out power, downpours
resulting in water facility breakdown to winter ice and summer potholes wrecking
equipment. New situations such as the pandemic we are in bringing to the fore the lack
of a physical location for locals seeking care, isolation and resources. This building with
its own generator for power, would have storage of water, food and sleeping areas and
would serve as a command center for the whole community and the surrounding areas
on Spruce Island. Being placed at or above the 100 -foot inundation zone would be for
the safety of the community, building, equipment, and employees. It would also ensure
that the community would have a post emergency safe haven.
The complex would enhance basic operations. Emergency management addresses
extreme events, across all hazards and through the phases of mitigation, preparedness,
response, and recovery. A place for our heavy equipment, fire engine, ambulance etc.
would also be housed up in this area above the 100' mark to ensure that all this equipment
would be available for post emergencies.
There would be several areas along with offices and a conference/ meeting room that
could house other much needed facilities for the community. A Teen and Youth Center,
one or two studio apartments, a Rural Training Center and an entrance or outdoor area
that would pay proper tribute to our men in uniform for their dedicated service to our
country is something that is valued by our community. A memorial would be a welcome
addition in recognition of their bravery, selflessness and commitment to the defense of
our nation.
A Teen and Youth Center where Ouzinkie's youth would have a fun and safe place to
socialize, exercise and have positive interaction with peers and adults affiliated with the
center. The Center could build strong character and realize our youth's development,
healthy living and social responsibility. The mission would be to provide a safe,
enjoyable environment where teenagers can engage in beneficial educational, and leisure -
time activities.
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Part of the building could also be used as a Rural Training Center with the conference
and meeting room serving a dual purpose as training and meeting rooms. Having a
designated area for classes would broaden the opportunities available for both agency
programs and actual opportunities for residents that have employment skill needs that
are currently unmet. The intent would be to keep the scale of operation flexible and small
in size so as to be able to adapt to changing vocation skill needs as well as providing
focused individual instruction.
♦ Phase One -Design: $550,000
This would include design of the building which would include but not be limited
to the administrative offices, meeting and conference area/ training areas, library,
apartments, supply and maintenance/ parts area.
♦ Phase Two -Construction: $4,257,500
Moving of the office into temporary quarters. The City of Ouzinkie has a lot where
a temporary office trailer could go while this construction is underway.
It is believed that if construction starts in the early spring, then by late fall the
project would be completed. This phase would also include site preparation and
construction.
2. Electrical Distribution System
$2,500,000
Age and exposure to salt -water atmosphere have revealed that all of the transformers on
Ouzinkie's electric distribution system have rusted out. When the lids rust thru, water
gets into the transformer causing extreme loads, short circuits and the potential, (due to
buildup of gas pressure), of explosion with consequences to individuals and property in
the vicinity. It is expected that this preventive renovation will reveal other situations
such as individual poles that need replacement and rerouting of transmission lines. A
highly critical and significant section of Ouzinkie's power is connected to the
hydroelectric plant. This connection is by direct burial concentric neutral 7,200 -volt
power lines. This quality of cable as it was installed has been estimated by Jim Develin,
KEA's Electrical Engineer to have exceeded its normal expected life, and is subject to
failure any day. The western section of town is serviced by the same type cable and there
is no possibility of delivering power to these residents, temporary or otherwise when this
failure occurs.
It is desired that this project be engineered and project managed thru The Alaska Ener
Authority.
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3. Renewable Energy Projects
A. Alternative Energy Wind Generation $2,500,000
Ouzinkie has utilized alternative energy with the use of hydro power for 20 years. This
has worked well for the community, and has resulted in a large saving of fuel vs. diesel
generation. The community wishes to enhance this component of our generation facilities
with the addition of wind power. Spruce Island is located in an area with high potential
for wind generation. The project is expected to take four phases to be incorporated into
the present grid.
Construction Phases
Phase One: Analyze the two years of wind data collected in the process of site
investigation for the new airport. Expected expenses $10,000
Phase Two: Construct a site-specific data collection wind tower for sizing of wind
generation tower and generator. An engineering feasibility study to the applicable
aspects of connecting solar to the present system. Running in tandem with diesel and
hydro -electric. Expected expense $100,000
Phase Three: Construct and install generator and tower of estimated size of 200 KW.
Expected expense $2,090,000
Phase Four: Install power control equipment to integrate equipment into the present
grid utilizing the hydro/diesel combination of generation.
Expected expense $100,000
Phase Five: Design and engineering, installation of SCADA computer controls and
programmable logic controllers. Expected expense $200,000
The creation of green alternative energy is an increasingly promising solution to multiple
challenges. Sustainable business and energy independence are keys to our economic
revitalization. Solar could be part of the answer to affordable power for housing and
business that will help offset the cost of electricity by diesel powered generators.
B. Alternative Energy Solar Panels $1,750,000
Ouzinkie has an ideal area at the old Ouzinkie Airport for development of a solar farm
that would power much of the energy needs of the community. With the need to cut our
dependence on diesel fuel the community is looking at various alternative energy
projects. Having a hydroelectric system has helped with the consumption of diesel,
additional alternative energy working in tandem with the hydro would make Ouzinkie
completely independent of diesel.
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The tremendous growth in the U.S. solar industry is helping to pave the way to a cleaner,
more sustainable energy future. Over the past few years, the cost of a solar energy system
has dropped significantly -- helping to give more families and businesses access to
affordable, clean energy.
When converted to thermal energy, solar energy can be used to heat water for use in
homes and buildings; to heat spaces inside homes, greenhouses, and other buildings.
Solar energy can be converted to electricity by Photovoltaic (PV devices or solar cells).
Solar cells change sunlight directly into electricity. Individual PV cells are grouped into
panels and arrays of panels that can be used in a wide variety of systems that power
single homes, to power plants.
4. Landfill Storage Facility $60,000
Landfills are excavated or engineered sites where non -liquid hazardous waste is
deposited for final disposal and covered. The construction of a Storage Facility here is
intended to protect human health and the environment from the risks posed by waste.
The containment building will be 60' x 80' completely enclosed, self-supporting structure
(i.e., have four walls, a roof, and a floor) used to store or treat non -containerized
hazardous waste. Since landfills are permanent disposal sites and are closed with waste
in place installing such a structure will enhance health and safety for operators
maintaining the islands dump station. The fabrication of covered storage will extend the
life of this landfill a benefit for our limited island area.
5. Equipment Replacement $1,100,000
The city's equipment is aging out and needs to be replaced. Heavy equipment has been
compromised due to being open to the salt air and other elements. A storage building
for housing heavy equipment for both the Native Village of Ouzinkie and the City of
Ouzinkie has been funded and is in its initial stages.
1. Fork Lift $250,000
2. Dump Truck $200,000
3. Caterpillar Excavator 320 $300,000
4. Sewage Pumping Truck $200,000
5. Backhoe/Loader $150,000
6. Municipal Port Facility Upgrades
A. Zinc Replacement for Harbor and Dock $50,000
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The Ouzinkie Boat Harbor was competed in 2001 and the dock was completed in 2012
and the zinc anodes on the metal pilings and dock face are in need of replacement due to
electrolysis. Cathodic protection is a technique used to control the corrosion of metal
surface. The simplest method to apply cathodic protection is by connecting the metal to
be protected with another more easily corroded metal to act as the anode. Zinc is one of
the metals commonly used as anodes. Due to the zincs being welded on means that
divers will have to replace these zincs on both the harbor and dock.
B. Electrical Upgrade and Water to Boat Harbor $50,000
The Ouzinkie Boat Harbor, when it was built, was designed with very limited electrical
outlets. One group of 4 plug -ins at the end of each float. Our harbor is full and the need
for electricity by the vessels has outgrown what is available. An upgrade to existing
meter bases and additional bases to be put in at intervals along the three fingers to get rid
of the multitude of electrical cords being used by individual users.
The Harbor also does not have access to any fresh water. The installation of water lines
to the three floats would eliminate the need to haul water from the central part of town.
Fresh water would allow for local access for the boats and skiffs that moor at the Harbor
and for transients that are overnighting and traveling through to other destinations and
fishing grounds.
C. Access Ramp at Harbor
Engineering $1,500,000
Engineering will provide background and engineering design guidance for the Boat
Harbor Vehicle Access Ramp. The study will address the needs of the project,
identification and evaluation of available data that can be used to describe environmental
(earth, water and weather) conditions affect the land above the harbor, and develop a
detailed design and construction cost estimate based on the environmental concerns.
Construction $1,500,000
Ouzinkie has a boat harbor breakwater for the protection of marine vessels and skiffs in
the harbor area. Use of this facility has restrictions for commercial fishermen, skiff
owners, and tourism vessels. Currently, access is restricted to a narrow gravel road from
Spruce Street that goes down a hill to a narrow 10' x 3' wooden ramp that accesses the
harbor grated walkway ramp. It does not allow for skiff to car/4-wheeler loading access.
You have to unload your freight from your boat by hand, into carts, hand cart the freight
up the grated ramp, up the wooden ramp, up a one lane S shaped gravel route to your
vehicle. A vehicle accessible ramp would allow for skiff to car unloading.
Handicap/Elder accessibility is almost non-existent.
D. Fish Cleaning Station
$50,000
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Stainless steel will not rust or corrode, making them ideal for coastal use: the cleaning
station design is for unsupervised operation in publicly accessible areas. It could
accommodate multiple users at a time and can be integrated with water. Water access can
be done with one -inch HTP pipe running across access ramp with hose bib on end. The
disposal of fish waste will benefit Spruce Island Farms our food project which composts
for rich soil. The fish cleaning station will have signs that list the rules and regulations for
use.
E. Public Restrooms $170,000
For comfort and convenience of community members and visitors to the village we
would like to install a concrete slab enclosed restroom facility at the Ouzinkie Boat
Harbor and at the new Municipal Dock. Currently the closest public facilities for the boat
harbor are half a mile away; at the Tribal Cultural Center. There is a septic station at the
start of the harbor road, it would not take much effort to construct and install such a
facility.
With Ouzinkie now being on the Alaska Marine Highway System people are waiting at
the dock area where there are no restroom facilities available. This could be incorporated
with a shelter for protection against inclement weather while waiting for the ferry. As
part of the economic development of the municipal dock this public restroom facility
would enhance the other projects that are planned for future development.
7. Community Road's Upgrade - Construction $3,275,000
The City of Ouzinkie has not had available, since original construction in the 1970's,
material for maintenance and repair of the village roads. Road improvements would
include road shaping and crowning, drainage and culvert improvements, chip seal
surfacing and dust control. The road improvements would improve vehicle and
pedestrian safety and eliminate destructive potholes.
Recent construction of a sewer project in the village has required digging up the village
streets, causing damage that is not restorable under the constraints of the village sewer
and water project budget. The net effect is excess wear and damage to not only the village
utility vehicles such as the dump truck, electric utility vehicles, fire and ambulance
services, but to the vehicles utilized by residents in the normal pursuit of personal or
vocational business. Excess wear and damage have been noted on the grader used for
snow removal. Repair of this item requires sending the equipment out of the village on a
landing craft at considerable expense for repair. Individual residents can only afford to
absorb their own personal losses.
There was a planned airport construction project in Ouzinkie in 2008; the project has
provided the opportunity for tremendous cost -savings for small local projects that would
otherwise not be practical from a construction mobilization standpoint. Throughout
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AGENDA ITEM #2.a.
Alaska, agencies and communities look for these cooperating project opportunities.
Ouzinkie understands this is an opportunity to focus their efforts.
8. Alaska Marine Highway - Tustumena Replacement
Replacing the troubled Tustumena ferry, which was out of commission for nearly a year,
is the top priority of both the Marine Transportation Advisory Board, and the coastal
communities that the M/ V Tustumena serves.
The M/V Tustumena provides year-round service to Kodiak area, and journeys to the
Aleutian chain ten times each year, providing a critical transportation and tourism link
that affects the economies of each community served by this vessel. The ferry is also a
critical piece of infrastructure necessary for the viability of economic development in
rural coastal communities in the Gulf of Alaska. Recent vessel aging problems and repair
delays are well documented and have created significant, recurring service disruptions
and outages in the region. The M/ V Tustumena is at the top of the queue in the AMHS
Vessel Replacement Fund, and the legislature appropriated $10 million from this fund in
2013 for the design of a new ocean-going vessel to replace the M/ V Tustumena.
The Alaska Department of Transportation and Public Facilities has begun the design
process and estimates that it will take 18 months to complete with construction of the
new vessel costing as much as $210 million; since it will take another two to three years
to construct the new vessel and ready it for service, it is imperative to develop and
implement a strategy to ensure construction funding is in place by 2015 to allow an
immediate start of vessel construction.
9. Anton Larsen Bay Road Extension $8,000,000
Year around boat access to the Anton Larsen Bay Road has public safety and emergency
preparedness components as well as recreational and economic efficiency/ development
elements. The prevailing Kodiak weather pattern, especially in the winter, is from the
North East. This pattern often brings fog, rain, wind and large seas. During N.E. "blows'
vessels often cannot travel to Kodiak via Spruce Cape and frequently smaller bush
airplanes, and sometimes the U.S. Coast Guard, cannot fly to small communities like
Ouzinkie, Port Lions, Afognak Island Russian Village, Danger Bay Logging settlement,
and numerous, hunting, sport fishing, and commercial fishing camps and recreation and
cultural development sites. However, access to Kodiak is possible by boat via Anton
Larsen Bay as the route lies in the lea of the N.E. winds. Nevertheless, access to Anton
Larsen Bay is stopped during most of January, February, March and sometimes April due
to Anton Larsen Bay freezing over. Year -around Anton Larsen Bay Road salt water
access would give residents of Ouzinkie, Port Lions as well as the whole west side of
Kodiak Island access to Kodiak for emergencies during bad N.E. weather and give
Kodiak residents access to the west side of Kodiak Island. In addition, the route is closer
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AGENDA ITEM #2.a.
to these communities and Kodiak residents would use the extended "year around" road
access to increase economic and recreational opportunities during the winter.
10. Public Facilities Development
A. Boardwalk Repair/Replacement $100,000
Ouzinkie's wooden boardwalk is an identifying feature of the community and provides
for a scenic stroll along our coastline. Unfortunately, City budget constraints have not
allowed for proper routine maintenance and our boardwalk is in desperate need of
extensive repairs or a complete replacement. Ouzinkie residents frequently travel the
boardwalk to get from one end of the community to the other and it is a highlight of our
village tour. Ensuring its continued presence in our community is a priority for many
Ouzinkie residents.
B. Community Development $200,000
The City of Ouzinkie has many trails and recreational spots that have been in existence
for time immemorial and should be taken care of especially that Ouzinkie is working on
drawing tourism to the village. Scenic outlook viewing shelters, fire pits, benches,
outdoor toilet facilities, trail maintenance, small bridges, and camping facilities would
contribute to the development of this tourism and economic development. In keeping
with tourism, a water -front area of shops downtown would be an attraction to tourists
where they could buy from local artists.
The community needs an outdoor recreation site. A place where activities such as
baseball, volleyball, basketball, tennis, track, etc. can be conducted. The facility could
also include a camping and barbecue area for outdoor community events and tourist
events.
C. Upgrade to Freezer Building/Fish Processing Facility $350,000
The existence of our community's freezer building/fish processing facility represents a
great deal of opportunity and un -utilized potential. The primary reason for its non-
operational status is that the cost of operation is too high and the village cannot afford its
associated costs. Some modifications are required to update the facility and maximize its
job -creating and income -earning potential, such as a ramp and an easy access point for
unloading fish and finished products.
However, the primary issue which must be addressed is lowering the costs of utilities.
Having the facility linked up with solar panels, wind turbines, etc. would lower the cost
of the round-the-clock power consumption required to keep the catch cold and allow the
village to realize a profit from its efforts. This would also facilitate the community in its
ability to "brand" itself, selling an array of top-quality, locally caught fish to a wide range
of consumers.
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KODIAK ISLAND BOROUGH
STAFF REPORT
DECEMBER 14, 2023
4 '
x ASSEMBLY WORK SESSION
SUBJECT: Discuss Approach To Holding A Strategic Planning Meeting
ORIGINATOR: Aimee Williams, Borough Manager
RECOMMENDATION:
DISCUSSION:
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
Kodiak Island Borough
Discuss Approach To Holding A Strategic Planning Meeting
AGENDA ITEM #2.b.
Page 50 of 109
0
(ODD
AGENDA ITEM #2.b.
L�,e F U tUr� _
2022-2027
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SSW CONSULTING
Page 51 of 109
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AGENDA ITEM #2.b.
A Message
From the Steering Commitee
In Sitka, we value community and quality of life. We
are known for our natural beauty, rich history, and
cultural heritage. We have a small-town atmosphere
where neighbors know each other and are willing to
lend a helping hand. Over the past several decades,
Sitka has grown from a quiet logging and fishing town to
a bustling tourism destination and a thriving maritime
industry. This growth has given way to additional
developments, such as a vibrant downtown showcasing
locally owned businesses, growing regional community
healthcare system, and expanded government services
to support the community.
With growth comes change, but also the opportunity
to chart our own course for the future. Our community
has weathered a lot over the past few years — a
global pandemic, record -high inflation, and political
polarization, to name a few. Additionally, we are
facing complex challenges, such as increased demand
for housing options, record levels of tourism, food
security, rising costs and demands for infrastructure
maintenance, and changing needs to support today's
workforce.
While we have a lot of priorities in our community, the
reality is we, as the local government entity, cannot
focus on everything at the same time. As we look
ahead to the future of our community, we have the
opportunity to collectively decide the direction in
which we want to go. Equally important, we must be
strategic about our resources and the decisions we
make to ensure we arrive at our desired destination.
Discuss Approach To Holding A Strategic Planning Meeting
Our core purpose is to provide public services that
support a livable community for all. For this reason,
we pursued the development of a strategic plan in
early 2022. This plan is a five-year road map to guide
our organization in achieving our shared vision. Rooted
in a substantial outreach effort to gather input from
the Assembly, community members, local partner
organizations, and the CBS organization, the strategic
plan is focused on goals and tactical actions for the
CBS to achieve the community's highest priorities over
the next five years. The planning process also accounts
for the significant input gathered during the recent
Comprehensive Plan update process as well as an
analysis of current community conditions and trends.
Over the past year, we have engaged hundreds of
community members and collected thousands of
comments to make Sitka a sustainable and livable
community for all. We are grateful to everyone who
shared their ideas through the community survey,
interviews, community group conversations, and focus
groups. Thank you for your investment in the future of
Sitka!
We will use this plan to chart the course for the CBS
organization and seek out the partnerships that will
bring our goals to life. We will regularly communicate
our progress and keep this plan updated to maintain
its responsiveness and relevance to our community.
Our team looks forward to growing the future together.
2
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99
Alone we can do so little;
together we can do so much.
- Helen Keller
form
Acknowledgments
ASSEMBLY
Steven Eisenbeisz, Mayor
Kevin Knox, Deputy Mayor
Kevin Mosher, Vice Deputy Mayor
Thor Christianson
Crystal Duncan
Rebecca Himschoot
David Miller
CONSULTING TEAM
Sara Wilson, Owner/Principal
Ashley Sonoff, Associate
n
SSW CONSULTING
STEERING COMMITTEE
Steven Eisenbeisz, Mayor
Rebecca Himschoot, Assembly Member
John Leach, Municipal Administrator
Melissa Henshaw, Public & Government Relations Director
Amy Ainslie, Planning Director
Robert Baty, Police Chief
Scott Elder, Electric Utility Director
Melissa Haley, Finance Director
Michael Harmon, Public Works Director
Jess leremia, Library Director
Valerie Ruff, Human Resources Director
Ron Vinson, Asset Manager
tat
Table of
Contents
06 Introduction
(07 Goals + Process
11 Mission, Vision, Values +Goals
14 Action Plan
20 Plan Implementation
22 Appendix
74�
In the face of uncertainties,
planning defines the particular
place you want to be and how
you intend to get there.
- Peter Drucker
66 A6
Introduction
WE ARE GROWING THE FUTURE
TOGETHER!
Sitka is known for its small-town friendly
atmosphere, vibrant local economy, and
stunning natural beauty. We want to preserve
what residents love about Sitka while ensuring
our community is a livable place for all Sitkans
for years to come.
The CBS Strategic Plan is our five-year road
map to guide the organization as we pursue
the vision and goals reflective of the current
community and organizational needs.
WHAT IS A STRATEGIC PLAN?
The Strategic Plan is an opportunity for the
community to reflect on the current state of
our community and organization, determine
what we want Sitka to be in the future, and
ultimately define how the organization will
drive this vision forward in alignment with our
mission and values.
A strategic plan acts as a compass. It helps our
organization focus on a set of shared goals and
guide it toward achieving them. The strategic
plan provides defined goals and actions,
rooted in community -identified priorities
and informed by an understanding of current
trends, along with an action plan and key
performance indicators to measure progress
over time. Furthermore, it fosters a culture of
strategic management for the organization by
serving as a resource to guide both long-term
planning as well as daily decisions concerning
the organization's delivery of services and the
community's future.
The Strategic Plan will guide the work of the
CBS organization over the next five years
through the development of a mission, vision,
values, goals, and actions that will help improve
the services we provide to our community. The
plan includes an implementation structure to
promote accountability and transparency as
we pursue our goals and actions. Additionally,
the implementation structure supports
regular updates to keep the plan relevant and
responsive to community and organizational
needs. The process builds on the input
collected from the comprehensive planning
effort in 2018 and includes a significant
outreach effort in 2022 to gather input from the
community, its partners, and the organization.
WHY NOW?
The City and Borough of Sitka (CBS)
organization has weathered many changes over
the last few years. This period of transition
is a great opportunity to refocus with the
development of a mission, vision, goals, and
how to strategically align the resources to best
serve our community over the next five years.
Our community is facing complex challenges,
such as housing needs, growth in tourism,
cost of living affordability, infrastructure, food
security, and supporting our local economy.
To address these issues, it will require focused
efforts, collaboration with community and
regional partners, and strategically aligning
our community resources to create positive
change.
We highly value our community and want CBS
services to be responsive to the needs of all
Sitkans. The strategic planning effort has been
an opportunity to come together to decide the
future direction of our community. While we
can't focus on every issue simultaneously, this
is a way to understand the community's highest
priorities for the next five years and guide the
organization in addressing those needs.
AGENDA ITEM #2.b.
Strategic Plan
Goals + Process
We set out to achieve the following goals during this process:
Build a plan to guide Sitka over the next five years
Develop a plan informed by the public engagement gathered through the
Comprehensive Plan update and through additional targeted outreach
Identify the vision and values, critical strategic initiatives, high-level goals, and a
reporting framework to guide the City's work
WHAT IS THE DIFFERENCE BETWEEN A COMPREHENSIVE PLAN AND A STRATEGIC PLAN?
Sitka's Comprehensive Plan is a long-term (10+ years) guide for policy decisions related to
community land use and development. The City and Borough of Sitka's Comprehensive Plan
has been in existence since 1976 with regular reviews and updates, the most recent being May
2018. In contrast, the Strategic Plan takes a shorter -term look (5 years) and is focused on the
delivery of services to the Sitka community. The strategic plan will help us focus on our goals
and guide us toward achieving them with tactical action items.
Strategic
Shorter -term (5 years)
Strategic management
to guide delivery of
services
Focused on setting
goals for organization
and tactical actions to
achieve them
STRATEGIC PLAN PROCESS
F
40
term (usually 10+
years)
Guides land land -use
policy and development
Focused on
land -use, development,
transportation, and
infrastructure
Community and organizational engagement is the foundation of the strategic planning process.
Building on the results of the large-scale community engagement conducted during the
Comprehensive Plan update process in 2015-2018, the strategic plan community engagement
focused on facilitating inclusive opportunities to ensure the vision and values are reflective of
all people in Sitka. CBS staff was also engaged in the process to provide input and direction
on operational improvements for the organization.
VA
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Discuss Approach To Holding A Strategic Planning Meeting
Shorter -term (5 years)
Strategic management
to guide delivery of
services
Focused on setting
goals for organization
and tactical actions to
achieve them
STRATEGIC PLAN PROCESS
F
40
term (usually 10+
years)
Guides land land -use
policy and development
Focused on
land -use, development,
transportation, and
infrastructure
Community and organizational engagement is the foundation of the strategic planning process.
Building on the results of the large-scale community engagement conducted during the
Comprehensive Plan update process in 2015-2018, the strategic plan community engagement
focused on facilitating inclusive opportunities to ensure the vision and values are reflective of
all people in Sitka. CBS staff was also engaged in the process to provide input and direction
on operational improvements for the organization.
VA
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Discuss Approach To Holding A Strategic Planning Meeting
AGENDA ITEM #2.b.
GROWING THE FUTURE TOGETHER WAS ORGANIZED INTO THREE PHASES
PHASE 1: GATHERING COMMUNITY IDEAS
After kicking off the project in February 2022, the Steering Committee, comprised of 12
representatives from CBS Departments and the Assembly, developed a Communications
and Engagement Plan to assist with gathering ideas. The Steering Committee committed to
an inclusive process that sought to include the input of all voices, whether through previous
engagement in the Comprehensive Plan update process or through new outreach opportunities
for the strategic plan. Additionally, the Steering Committee prioritized process integrity
throughout the outreach efforts to build relationships and create trust that enables reliable
government activity in a transparent environment.
The Steering Committee guided the process and designed multiple opportunities and tools to
engage the community and organization in the Strategic Plan development, including:
• Strategic planning workshop
• Community survey
• Presentations and outreach to
Boards, Commissions, +
Community Groups
• Community leader interviews
• CBS staff survey
• Focus groups
• Utility bill insert
Fact sheet
• Social media, media release,
and radio
• Project website
Communication + Engagement Goals
The following goals and values guided the team's engagement efforts:
Engage targeted stakeholders to develop a five-year strategic plan that will guide CBS
Build on the results of the broad community engagement conducted for the
comprehensive planning process
Create project awareness across the community and organization and facilitate
inclusive outreach opportunities to ensure the vision and values are reflective of Sitka
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AGENDA ITEM #2.b.
Communication + Engagement Values
INCLUSIVE: this will be an inclusive process that seeks to include the input of all voices -
whether through their previous engagement in the comprehensive plan process or through
new outreach opportunities for the strategic plan. The process will seek to be inclusive and
accessible to foster trust and build relationships to help achieve the resulting goals and actions.
INTEGRITY: We will ensure process integrity through our outreach efforts. Process integrity is
the ability to build relationships and create trust that enable reliable government activity in a
transparent environment.
STRATEGIC PLAN
Engagement - •
TASK /PROCESS MAR APR MAY UN UL AUG IEP
Strategic Planning Workshop
sit kag rowing thef u turetog eth a r. org
NGAGEMENT BY THE #'S
9
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AGENDA ITEM #2.b.
PHASE 2: DEVELOPING THE STRATEGIC PLAN
The project team carefully analyzed the thousands of community comments gathered through the
outreach activities to identify common ideas, comments, and trends. Following the analysis, the project
team organized the information into six outreach themes representing community priorities as shown
below.
Strategic Planning Outreach Themes
Access to chi ldcare
Afforda bi liDebt management and master plan
Affordable Quality of Fiscalneeds
Utility costustainabili
Life
ision Themes:
Discipline to create/fostersustainability
Impacts of tourism
Food Security
Collaboration
DiversitIncrease engagement and
Support existing industries:y+ Inclusion
Fiscal Sustainabilityparticipation
Tell CBS's story
Economic Energy sustainability mmunicati
Build relationships with a focus
tourismInfrastructure
Sustainable economic growthevelopme Economic development Engaggroups
City's role to supporteme
ommunications + engagemen
Address barriers to participation
economic growthProactive vs. reactive
CBS as a convener
Business support services
Safety
and training
Proactive management
Right size to level of service and Workforce development
resources to support Succession planning
Find revenue to address existing
frastructur
rganization
evelneeds vs. adding new policies and procedures
opmeIntegration and standardization of
Address deferred maintenance
Focus on asset management
PHASE 3: ADOPTING THE STRATEGIC PLAN
The project team presented the draft strategic plan to the Sitka Assembly on September 1st to gather
feedback. The project team incorporated the Assembly's comments into the revised draft strategic plan
and invited community members to review the revised draft online and provide comments. The project
team incorporated the community comments to develop a final version of the strategic plan, which was
presented to the Assembly for adoption on September 27th.
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AGENDA ITEM #2.b.
Mission, Vision
Values + Goals
WHY WE EXIST
Provide public services for Sitka that support a livable
community for all.
OUR DESIRED FUTURE STATE
CBS is an organization that values everyone and proactively works
together to serve the community. We are fiscally sustainable,
supporting a diverse economy and well-managed infrastructure.
We are innovative in seeking ways to protect and preserve Sitka's
natural environment. We are a respected employer where people
enjoy their work and provide valued public services.
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AGENDA ITEM #2.b.
WHAT GUIDES US
PEOPLE INNOVATION INTEGRITY
People are our greatest Innovation supports a Integrity guides our
asset. We value all proactive approach to service delivery,
people including our fulfilling our mission. We processes, and
community, employees, are forward thinking and communication. We
and visitors. We continuously working to are accountable to the
appreciate the diversity improve our processes Sitka community, and
of Sitka, and we respect and our people to we provide services in a
and celebrate all people. provide efficient and transparent, honest, and
We foster a safe and effective services to our ethical manner.
welcoming environment community.
for all.
SUSTAINABLE
Sustainability ensures we
plan and deliver services
with the future in mind.
We are good stewards
of taxpayer resources
as well as our natural
environment.
SERVICE
Serving the community
is our job. We
provide service with
compassion, kindness,
and excellence. We care
about our community and
organization, and this is
reflected in our service
levels.
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Goals
WHAT ARE OUR DESIRED OUTCOMES FOR OUR COMMUNITY AND
ORGANIZATION?
1
Quality of Life
Preserve the quality of life and
affordability for all
Sitkans
Communication
Improve communications and strengthen relationships
within the community and organization
000
Sustainability
Align resources and financial and
economic policies
with CBS'goals for a sustainable community
Infrastructure
Plan invest in infrastructure for future
r*i
and sustainable
generations
##
Service
CBS is recognized as being a great place to work and
?� excellent service provider to the community
T
1�
Action Plan
The Action Plan contains the policies,
programs, and projects CBS will implement to
fulfill the organization's mission and achieve
the five-year vision and supporting goals.
WHAT IS AN ACTION?
The actions represent a policy, program, or
project. The actions are organized by goal
areas and support the overall organization
mission and vision. The actions were informed
directly by the ideas and priorities shared
by community members and CBS employees
during the strategic plan outreach process.
The scope and timeline of the actions vary.
Some actions are significant undertakings
and will require multiple years to achieve,
while others are smaller in nature and can be
achieved in a shorter time frame. Regardless
of size and scope, all actions play a critical
role in improving the delivery of services to the
community.
AGENDA ITEM #2.b.
WHO IS RESPONSIBLE FOR IMPLEMENTING
THESE ACTIONS?
The actions of the strategic plan are internally
focused with the CBS organization responsible
for implementing these actions. Each action
will be assigned to a project lead and team of
CBS employees. While CBS plays a critical role
in achieving these actions, the organization,
and ultimately the community, will be most
successful through working together with
community partners to implement the plan.
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AGENDA ITEM #2.b.
Goal 1:
Preserve the quality of life for
all Sitkans
1.1 Convene community partners to develop a
community -wide strategy to improve access to
childcare
1.2 Develop a plan to improve housing options
for all in Sitka
Identify opportunities to
relieve the burden of utility costs
1.4 Review the impacts and
benefits of tourism, and developi, <�
policies that prioritize the quality
Z
of life for all Sitkans��`_
1.5 Convene community partners
to develop an action plan that will
address the challenges of food
security --
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AGENDA ITEM #2.b.
Goal 2:
Improve communications
and strengthen relationships
within the community and
organization
2.1 Develop a communication and engagement plan
to increase engagement and participation through
storytelling and enhancing Sitka's communication
tools and networks
Identify opportunities to foster relationships
with underrepresented groups/populations in the
community and implement findings to improve
service delivery to these groups
?.3 Annually convene non -profits, CBS boards
and commissions, and other community groups
for a summit to discuss community challenges,
updates, and opportunities for collaboration
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AGENDA ITEM #2.b.
Goal 3:
Align resources and financial
and economic policies for a
sustainable community
3.1 Develop a fiscal policy that includes guidelines
for areas of fiscal operations such as debt
management, infrastructure replacement, metrics
for fiscal health of funds, reserves, and other
a rea s.
3.2 Prepare financial forecasts and life cycle models
for all assets to bring resources in alignment with
the City's top priority needs
3.3 Convene economic partners to explore
the addition of business support services and
employment training programs
Identify and implement policies that will
balance the economic benefits of tourism with
the impacts on Sitkan's quality of life
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AGENDA ITEM #2.b.
Goal 4:
Plan and invest in sustainable
infrastructure for future
generations
4.1 Identify and pursue funding to address existing
capital needs and deferred maintenance
,I -t./- Develop asset management plans for future
capital investments
4.3 Identify the levels of service
for CBS's infrastructure and
identify the resources needed
to support these levels
3 4.4 Collaborate with public
land management agencies
w► and stakeholders to maintain
and develop sustainable active
transportation infrastructure,
■ including parks, fields, cabins,
trails, and water access
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AGENDA ITEM #2.b.
Goal 5:
CBS is recognized as being a
great place to work and ex-
cellent service provider to the
community
5.1 Develop a workforce development plan that
outlines clear policies for staff training and
professional development
Prepare a succession plan that addresses
development of the current workforce and future
workforce recruitment and retention strategies
5.3 Improve customer service levels and evaluate
process improvements for service delivery
Identify and develop necessary standard
policies and procedures to promote organization -
wide stability and service -level consistency
Develop an internal communication and
engagement plan and policies to improve the flow
of information in the organization and increase
employee engagement
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STRATEGIC PLAN NEXT STEPS
Following the Assembly's adoption of the
strategic plan, CBS staff will use input and
direction from the Assembly to prioritize the
actions for implementation based on staff
capacity and available resources. CBS staff
will identify leads for each action. These
leads will be responsible for the following:
Overseeing the implementation of
the action
Developing a project charter (will
identify the project team,
stakeholders, timeline, key
performance indicators, etc.)
Identifying resources for
implementation
Engaging and updating the
Assembly,Boards/Commissions,
Organization, and the Community as
needed
Reporting progress, challenges,
and opportunities to consider
during implementation
Recommending updates to the action
if needed
Discuss Approach To Holding A Strategic Planning Meeting
AGENDA ITEM #2.b.
rI
Once the action leads have been assigned
and the work has been prioritized, the
actions prioritized for implementation will
be considered in the budget development
process. This will help in identifying
resources for the action implementation if
needed.
At the end of 2023, CBS staff will coordinate
an annual progress report for the strategic
plan. The progress report will document
progress, challenges, opportunities, and
potential updates to the actions as needed.
This report will serve as a communication
tool back to the Assembly and the
community to maintain accountability in
implementing the vision and goals.
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AGENDA ITEM #2.b.
FOSTERING A CULTURE OF STRATEGIC MANAGEMENT
While this is the first iteration of this strategic plan, it is intended to foster a culture of strategic
management and guide the organization in developing a more efficient, effective, and transparent
system of providing public services. The process below describes the recommended system for
implementing the plan and making regular annual updates to it to ensure it remains relevant in
meeting current community and organizational needs.
Regular engagement from the community, the Assembly, Boards/Commissions, and the
organization are essential to fostering a system that is responsive and accountable. The graphic
below illustrates what the annual process will look like going forward to maintain alignment
between the strategic plan, the budget, and the departments' work plans. It also highlights where
the engagement will take place, so the community, elected officials, and staff understand when
and how to participate and get involved in this process.
It is recommended the strategic plan undergo a complete update every five years to conduct more
comprehensive engagement, review the mission, vision, and values, and examine the broader
community context. These major updates will ensure the five-year vision continues to serve as a
North Star in guiding the community and organization. These community engagement efforts also
help to foster strong relationships with Sitka's community and its partners and build support for
implementing the goals.
Strategic Plan
Progress
Implementation
•
Road Map Check -in
Ongoing
October/ •
This road map shows how the Assembly, community, November
Annual Report
+ Celebration
and organization can get involved in identifying
December
goals for CBS. The process repeats each year with
the destination being continuous community and
•
organizational improvement.
Assign
Assembly Priorities,
Community Strategic Project Leads,
Department
et
Survey/Town Planning KPIs, Budget
Work Plans
Hall Workshop Timelines Adoption
December January/February December June
June
44 • • • •
ache Future l
Boards + Strategic Plan Budget
Commissions Update + Development
o��
�°
Workshop Adoption February-
January February April
Key 0—
Sitka, Alaska
Community Assembly/ Staff/
Engagement Policy Administration
• • •
21
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AGENDA ITEM #2.b.
The appendix provides more detailed engagement results gathered through the strategic planning process. These
details provide additional context for the vision, goals, and actions in the strategic plan.
COMMUNITY SURVEY
Building off the community engagement data gathered as part of the Comprehensive Plan update process, the
community survey aimed to capture what community members enjoy most about Sitka, how Sitka can be a better
place for residents, what areas CBS should prioritize in the next five years, and their communication preferences
for receiving information from CBS. The project team promoted the community survey using both traditional and
digital methods, including an insert in the utility bill mailings, press release, promotion on local radio stations,
CBS website, and social media channels.
The community survey resulted in the most significant community response (689 respondents) of all outreach
activities. To support our goal of inclusivity and include perspectives from all groups in our community, the survey
included an optional question to collect respondents'demographic information. The following chart displays the
demographic information provided by respondents who chose to answer the optional questions.
The project team carefully reviewed thousands of comments to identify common themes and trends that would
lay the groundwork for the strategic plan goal areas.
`Source: American Community Survey 5 -Year Estimates Data Profiles, U.S. Census Bureau, 2019
*"Sum of responses is greater than 635 as some respondents made more than one selection. 22
-includes ACS categories "Some other race" and "Two or more races"
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Number of
Respondents
Percentage of
Respondents
Sitka
Demographics"
Total Population
635
7.7%
8,257
Gender
Male
193
30.4%
51.4%
Female
363
57.2%
48.6%
Prefer not to say
4
0.6%
Other
26
4.1%
Did not respond
49
7.7%
Age
18 and under
12
1.9%
23.6%
18-24
55
8.7%
5.3%
25-34
117
18.4%
14.3%
35-44
114
18.0%
14.5%
45-54
90
14.2%
12.7%
55-64
98
15.4%
14.5%
65.
99
15.6%
15.1%
Did not respond
50
7.9%
face/Ethnicity"
White
445
70.1%
61.2%
Hispanic, Latino, or Spanish origin
29
4.6%
5.9%
Black or Afr can -Amer c
12
1.9%
0.4%
Asian
22
3.5%
6.8%
American Indian or Alaskan Native
1 77
12.1%
14.8%
Native Hawaiian or Other Pacific Islander
16
2.5%
0.2%
Middle Eastern or North African
2
0.3%
Other (please
37
5.8%
16.7%
Did not respond
62
9.8%
`Source: American Community Survey 5 -Year Estimates Data Profiles, U.S. Census Bureau, 2019
*"Sum of responses is greater than 635 as some respondents made more than one selection. 22
-includes ACS categories "Some other race" and "Two or more races"
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Share what you like most about Sitka that we should we preserve into the future?
wilderness
arts culture
downtown traii,sfriend ly small
beauty safe public
air
great feel community
water
aCC2SS
hiking
owned sitka people activities town schools
safety environment recreation
fishing natural parks
nature atmosphere businesses
beautiful trail
clean ocean sense
opportunities outdoor
local
support
events
What is the most important thing Sitka should focus on in the next five years?
haulneeds businesses childcare affo rd a b le
Living energy live road
housing land COSI
need care families development
industry making town tourism
food economic City boat focus S itka locals
education affordability residents
keep community people use
economy local climate keeping children
infrastructure
fishing
better
The Strategic Plan Steering Committee and Assembly completed stakeholder exercises to help the project
team identify the groups and people for focused engagement through interviews and presentations. The
project team met with 11 groups, including CBS volunteer boards/commissions as well as community
organizations. The presentations included an overview of the strategic planning process and a discussion of
what the group loves about Sitka, upcoming challenges, and how CBS should address those challenges. The
community leader interviews included representatives from various community organizations throughout
Sitka and gathered information related to what they love about Sitka, significant changes and/or trends,
opportunities on the horizon, the community's most pressing challenges, priorities for the strategic plan, and
recommendations for communications and engagement.
The stakeholder exercises identified the Sitka Tribe of Alaska and Filipino community for targeted engagement
in the for the strategic plan community outreach and the project team prioritized reaching these groups.
While representatives from these groups participated in the outreach activities, there is an opportunity for
more dialogue. Ongoing engagement will be important in strengthening relationships with these groups for
more effective outreach in the future.
23
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FOCUS GROUPS
The project team invited interested community members to participate in a series of three focus groups
during the first week in August to discuss the following topics:
Key themes from community engagement survey
Tourism + Economic Development
Food Security
The first focus group discussed the key themes that emerged from the community survey, community
leader interviews, and presentations to Boards, Commissions, and community groups. These topics
included housing, cost of living, tourism, sustainability, infrastructure, financial stewardship, economic
development, and communications and engagement. The second focus group included representatives
from the local business community and discussed tourism and economic development specifically,
as well as the relationship between tourism and quality of life. The third focus group included
representatives from the Sitka Local Foods Network, Alaska Food Policy Council, food banks, grocery
stores, local food producers, and other community organizations. This group discussed food security
and explored opportunities to alleviate high cost of food, increase access to fresh produce, improve
environmental sustainability, and support disaster preparedness.
Participants were encouraged to share their experiences, develop ideas, and discuss the role CBS
should take in addressing these community priorities. The themes that emerged from the focus groups
were consistent with the community input gathered in the survey, interviews, and presentations. The
discussions helped guide the project team in finetuning the goals and actions to support community
priorities.
OUTREACH SUMMARY
The project team provided opportunities throughout the process for the community to learn about the
strategic planning process and provide input on the strategic plan. The following matrix outlines the
themes from each outreach activity.
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Outreach Activity
Date
Participants
Themes
Strategic Planning Workshop
March
18
Cost of Living/Quality of Life
• Fiscal Sustainability
• Communications + Engagement
• Organizational Development
• Infrastructure
• Economic Development
Community Group Presenta-
March -July
11 groups
Love the community feel and access to nature
tions
Affordability— housing, food, cost of living
• Growing retiree population/workforce shortage
• Isolated economy/not enough services to support residents
• Infrastructure maintenance
• Encourage/support youth to stay in community
• Housing
• Support economic development
• Workforce development
Community Survey
May - July
635
Cost of living
• Housing
• Food security
• Cost of utilities
• Childcare
• Tourism
• Quality of life
• Economic development
• Education
Community Leader Interviews
June - July
8
Love the community, nature, and quality of life
• Housing — need more availability, concern about high cost
• Balancing tourism with protecting quality of life
• Cost of living — people are being pushed out
• Lack of childcare
• Housing - More efficient land use, open up new land,
multi -family
• Food — remove sales tax on food
• Continued relationship with the Sitka Tribe of Alaska
• Continued community engagement effort by City to build trust
and positive relationship with community.
Staff Survey
June -August
56
• Opportunity to improve communication and engagement with
employees
• More employee support programs are needed
• Employee pay should be evaluated
• More access to professional development
• Shared vision and goals for the team
• Imbalance of workloads for departments
• Need for customer service training
• Cost of living has a major impact on staff
Focus Groups
June - August
35
Housing availability and affordability
• Economic development
• Tourism
• Fiscal sustainability
• Community engagement
• Food security
W.
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The community outreach process gathered thousands of comments from community members for the
strategic plan. The chart below provides a matrix of the goals and actions with comments gathered during
the community engagement activities to provide context for action implementation.
•.
jAction
Community
1. Preserve the quality of
1.1
Convene community
Work with Sitka School District and other organizations to develop
life for all Sitkans
partners to develop a
options for more before/after school care for school -aged children
community -wide strate-
and daycare for infants/toddlers.
gy to improve access to
childcare
1.2
Develop a plan to improve
Apply for grants and/or other funding options to develop permanent
housing options for all in
af-fordable housing units.
Sitka
Open additional land for develop-ment.
Change building code to allow for higher -density housing.
Designate CBS employee to coordi-nate efforts, write grants, and
work with community organizations.
Workforce housing.
1.3
Identify opportunities to
Explore utility bill credit program for sustainability measures taken on
relieve the burden of utility
property.
costs
1.4
Review the impacts and
Limit the days and numbers of cruise ships. Consider only allowing
benefits of tourism, and
cruise ships on weekdays. Create policies that support locally -owned
develop policies that pri-
downtown storefronts, including the transfer of ownership/manage-
oritize the quality of life for
ment. Planning for the boom and bust cycles of tourism and revenue.
all Sitkans
Allow one-way street option on cruise ship days to allow local access
while giving tourists enough space. More opportunities for year-round
employment. Branding and wayfinding to support town identity and
consistent look and feel of community.
Shop local first efforts. Convene local business owners to hear direct-
ly from their experience in summer 2022 season.
1.5
Convene community part-
Sitka Assembly declare food security a priority.
ners to develop an action
Secure land for community gardens.
plan that will address
Designate CBS employee to support community garden coordina-
the challenges of food
tion, gardening labor, grant writing and other funding opportunities to
security
support efforts, establishing and coordinating neighborhood resil-
iency districts for community disaster preparedness. Remove the tax
on food. Agricultural zoning to allow lower tax rate for people growing
food. Lower utility rate for vertical gardening.
Improve access to fresh produce. Vertical indoor gardening to provide
year-round produce. Support soil health through composting. Priori-
tize edible landscaping over ornamental on public land. Potential part-
ners: Sitka Tribe of Alaska, University of Alaska, Sitka School District,
local radio stations, Alaska Longline Fishermen's Association (ALFA),
local grocery stores, etc. Town hall meeting with community mem-
bers to discuss food security. Conduct a citywide emergency food
drill. Educational programming for emergency food storage. Establish
neighborhood resiliency districts to support emergency food pre-
paredness. Work with fishing industry partners to donate seafood to
food insecure community members. Create a pool of funds to support
processing of seafood, storage, and distribution.
44
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2. Improve communi-
2.1
Develop a communi-
Town hall meetings with trained moderators.
cations and strengthen
ca -tion and engagement
Social media.
relationships within the
plan to increase en -gage-
Local media (newspapers, radio, etc.)
community and organiza-
ment and participa-tion
Update CBS website.
tion
through storytelling and
Public education on role of taxes, how money is allocated, etc.
enhancing Sitka's com-
munication tools and
networks
2.2
Identify opportunities
Sitka Tribe of Alaska
to foster relationships
Filipino community
with underrepresented
groups/populations in the
community and imple-
ment findings to improve
service delivery to these
groups
2.3
Annually convene
non -profits, CBS boards
and commissions, and
other community groups
for a community summit
to discuss community
chal-lenges, updates, and
opportunities for col -lab -
oration
3. Align resources and
3.1
Develop a fiscal policy
financial and economic
that includes guidelines
policies for a sustainable
for areas of fiscal op -
community
erations such as debt
management, infrastruc-
ture replacement, metrics
for fiscal health of funds,
reserves, and other areas
3.2
Prepare financial forecasts
and life cycle models for
all assets to bring resourc-
es in alignment with the
City's top priority needs
3.3
Convene economic
Internships and mentorships with local businesses.
partners to explore the ad-
Align industries with courses offered at high school so graduates are
dition of business support
more prepared for available jobs.
services and employment
Foster partnerships between business community and Sitka School
training programs
District.
Support working waterfront, fix seawall, affordable harbor rates
3.4
Identify and implement
policies that will balance
the economic benefits of
tourism with the impacts
on Sitkan's quality of life
PVA
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4. Plan and invest in sus-
4.1
Identify and pursue fund-
Higher property tax for non-residents.
tainable infrastructure for
ing to address existing
Progressive income tax.
future generations
capital needs and de-
Revisit property tax and sales tax exemptions for senior residents.
ferred maintenance
4.2
Develop asset man-
agement plans for future
capital investments
4.3
Identify the levels of
service for CBS's infra-
structure and identify
the resources needed to
support these levels
4.4
Collaborate with public
land management agen-
cies and stakeholders
to maintain and develop
sustainable active trans-
portation infrastructure,
including parks, fields,
cabins, trails, and water
access
5. CBS is recognized as
5.1
Develop a workforce
Training varies greatly by department - communicate opportunities
being a great place to work
development plan that
and make it accessible to all
and excellent service pro-
outlines clear policies for
vider to the community
staff training and profes-
sional development
5.2
Prepare a succession plan
Conduct a salary survey.
that addresses develop-
Evaluate employee support and wellness programs.
ment of the current work-
Develop internship opportunities targeted for Sitka students.
force and future workforce
recruitment and retention
strategies
5.3
Improve customer service
Provide customer service training for employees.
levels and evaluate pro-
Bring more services online to allow people to do business with CBS
cess improvements for
outside of business hours.
service delivery
Evaluate improvements to trash service and receptacles.
5.4
Identify and develop nec-
essary standard policies
and procedures to pro-
mote organization -wide
stability and service -level
consistency
5.5
Develop an internal com-
munication and engage-
ment plan and policies to
improve the flow of infor-
mation in the organization
and increase employee
engagement
28
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SUMMARY OF COMMENTS RECEIVED SEPT. 5-19 ON THE STRATEGIC PLAN
The draft strategic plan was presented to the Assembly on September 1, 2022. Following the presentation,
the plan was posted online with a community comment form to submit feedback on the draft plan. Twenty one
comments were submitted, and a summary of those comments are provided below:
Do you feel the CBS Strategic Plan reflects your priorities for the next five years?
21 Responses:
» 13—No
» 5—Y
» 3 — Somewhat
Comments:
» Doesn't include access to nature
» Doesn't include commercial fishing industry — shipyard
» Want more separation from U.S. Forest Service
» No mention of active transportation (walking and biking)
» No mention of trails, parks, or recreation, access to nature
» No boat haul -out
» No sure it is feasible for Sikta to limit # tourists
» Get buses off road
» Make arts a priority
» Keep quality of schools
» Substance abuse/domestic violence
» It does not require robust financial analysis, quantitative analysis, and marketing research to support key resource
allocation decisions.
» Does not include aging school infrastructure or plans for replacement
» Concern that succession planning will never happen
What would you add, remove, or change?
» Tourism
» Financial transparency and stewardship with infrastructure, utilities
» Access to nature/trails, cabins, etc.
Comments:
» Work with other agencies to support trail and cabin system (Sitka Trail Works)
» Wants transparency on enterprise fund and electrical infrastructure upgrades
» More time for public comment — difficult for commercial fishing industry to weigh in
» Work with other agencies to develop an off-road trail system
» Work with legal team to remove fees the U.S Forest Service charges the community of Sitka
» I would like to see more attention given to
» size and shape of tourism and the benefits vs. the impact on quality of life for residents
» tax structure for seasonal residents, especially as it relates to income producing operations and property ownership
» sustainability and support of our substantial fishing industry, which also strongly supports our quality of life
» Look at financial models for utility master plans
» Under the infrastructure topic we need to closely evaluate the assumptions that engineering planners use to develop our utility
Master Plans to ensure we are not inflating future costs unnecessarily.
» Second, we need to closely evaluate the financial models used by Finance to make sure we are not duplicating and thus
compounding inflation factors that may already be embedded in the utility Master Plans.
» The community should consider a local annual dividend payment for residents, so we feel we are sharing in the financial windfall
from the cruise income.
» I would add improvements for walkers and bikers. Young and many older people cannot drive.
» If CBS is to support the essential service of walking and biking facilities, CBS staff need to actively collaborate with other public
land management agencies and stakeholders to maintain and develop shared infrastructure. Sitka Trail Works recommends
an action, under Goal 1 or Goal 4, that encourages improved planning and coordination. 4.4 Collaborate with public land
management agencies and stakeholders to maintain and develop sustainable active transportation infrastructure, including parks,
fields, cabins, trails, and water access.
» As the only non-profit dedicated solely to improving Sitka's outdoor recreation infrastructure, Sitka Trail Works is currently
leading a multi -jurisdictional trail planning process. Our public engagement process has reached over 800 Sitkans, including 787
who responded to the 2022 Trail Plan Survey, 94% of whom reported using the trails at least several times a year.
» Eliminate the"sustainability"effort. This is simply virtue signaling and a waste of time, effort, and money. Simply focus on
delivering services as cheaply and efficiently as possible. Get out of the way of private industry and let market forces take care of
affordability and availability.
» One area I do applaud this effort is the area of tourism and quality of life. I am suspicious that the effort will be not focused on
quality of life, but on the almighty tourist dollar at the expense of quality of life. This past summer the unrestricted onslaught of
cruise ship passengers definitely lowered the quality of life for residents. There has to be a balance and a serious discussion
about this. Independent travelers had no chance to go visit the many sites around Sitka because of the crush of humanity.
29
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Residents couldn't enjoy them either. The number of ships needs to be restricted with a few days a week with none so residents
and independent travelers have opportunities. If part of this effort is to help local businesses why not focus on businesses that
stay open all year and not shut down when the tourist season is over.
n Fewer visitors
• 1.3 Identify opportunities to relieve the burden of utility costs Explore utility bill credit program for sustainability measures
taken on Property —this sounds like it would only benefit property owners. What about renters? People who rent have no
control over the sustainability measures that a building owner might take. How can utility costs be made more manageable for
renters?
• I personally was less invested in the communication and the City employee development aspects.
• There is focus on affordable housing and utilities. However, there are parts talking about income tax, reduction of sales tax
exemptions, etc. sustainability includes taxes. Saving money from utilities to only increase taxes is a fools errand. The city needs
to leverage new revenue streams not from residents. Invest that into the community and stop increasing taxes. There is
a breaking point. Also, limiting tourism due to a minority of the population is foolish. Sitka's growing tourism industry is the only
growing economic industry, other than government. Don't stop this growth, as this is the future of our economy.
• Add: let residents be financially secure and use their homes the way they want, short term rentals.
• Engage with former employees to learn from their experiences, pass on institutional knowledge, etc.
• Set up system to tie strategic plan and budget so as to not inadvertently fund anything that is not in the strategic plan
• Healthcare services + costs
• Staff communication with the public+ customer service
• Prioritize cultural equity
[Cie]
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AGENDA ITEM #2.b.
�9tihe Future To
3` 9
CD
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\\Sitka, Alaska//
Sitl�a
City and Borough of Sitka
100 Lincoln Street
Sitka, AK 99835
_
www.cityofsitka.com
907.747.1800
her z,
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AGENDA ITEM #2.c.
KODIAK ISLAND BOROUGH
STAFF REPORT
DECEMBER 14, 2023
4 '
x ASSEMBLY WORK SESSION
SUBJECT: Discuss Qualifications Required By Code To Serve On Boards And
Committees
ORIGINATOR: Nova M. Javier, MMC, Borough Clerk
RECOMMENDATION:
Discuss whether to change the code.
DISCUSSION:
Mayor Arndt requested this discussion item. One of the requirements of the code is becoming
a registered voter to serve on the different boards and committees. He would like to discuss
with the Assembly members if they would consider a code change to allow those who are not
American Citizens to serve on the board.
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
KIBC 2.100.040 Qualifications.
In addition to any other qualifications required by this code, a member:
A. Shall be a qualified voter of the borough; and
B. Shall remain a resident of the borough while in office.
Kodiak Island Borough Page 82 of 109
Discuss Qualifications Required By Code To Serve On Boards And Committee...
AGENDA ITEM #2.d.
KODIAK ISLAND BOROUGH
STAFF REPORT
DECEMBER 14, 2023
4 '
x ASSEMBLY WORK SESSION
SUBJECT: Discussion Of Changing The Transient And All -Inclusive Package
Accommodations Tax From Five Percent To Twelve Percent
ORIGINATOR: Bo Whiteside, Assembly Member
RECOMMENDATION:
This item was requested by Assembly member Whiteside and co-sponsored by Assembly
member Sharratt.
At the October 1, 1996, Municipal Election, Initiative Question No. 1 asked the voters the
following question: "Shall the Kodiak Island Borough levy and collect a tax not to exceed five
percent (5%) of the amount charged persons for using transient accommodations within the
Kodiak Island Borough?" This initiative passed with 1054 Yes votes and 956 No votes. As a
result of this initiative, Ordinance No. 96-19 was adopted by the Assembly on December 5,
1996, which laid out the implementation and administration of the transient accommodations
tax.
AS 29.45.670 requires a public vote ratifying an ordinance which imposes a new sales and
use tax or raises the rate of levy of a sales and use tax. The KIB transient occupancy tax is
labelled as a sales tax under KIB 3.55.010. Under the 1996 vote the Borough can vary the
rate between 0% and 5% without a vote, but if the Borough wants to exceed 5% a public vote
ratifying the increase will be required.
DISCUSSION:
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
Kodiak Island Borough
Discussion Of Changing The Transient And All -Inclusive Package Accommoda...
Page 83 of 109
AGENDA ITEM #2.d.
KODIAK ISLAND BOROUGH
ORDINANCE NO. FY2024-NN
AN ORDINANCE OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH AMENDING
TITLE 3 REVENUE AND FINANCE, CHAPTER 3.55 TRANSIENT ACCOMMODATIONS TAX,
SECTION 3.55.010 LEVY OF SALES TAX AND SECTION 3.55.090 ADDITION OF TAX TO
INCREASE THE SALES TAX PERCENTAGE FROM FIVE PERCENT TO 12 PERCENT FOR
TRANSIENT AND ALL-INCLUSIVE PACKAGE ACCOMODATIONS
WHEREAS, this amendment would align the Kodiak Island Borough with the City of Kodiak tax
rate applied to transient accommodations and all-inclusive package accommodations.
NOW, THEREFORE, BE IT ORDAINED BY THE ASSEMBLY OF THE KODIAK ISLAND
BOROUGH that:
Section 1: This ordinance is of a general and permanent nature and shall become a part of the
Kodiak Island Borough Code of Ordinances.
Section 2: That Section 3.55.010 Levy of Sales Tax of the Kodiak Island Borough Code of
Ordinances is amended to read as follows:
3.55.010 Levy of sales tax.
A sales tax of five twelve percent of the rental charge is levied on all transient rentals for
accommodations within the Kodiak Island Borough. For all-inclusive packages, a sales tax of five
twelve percent will be levied on the amount of the package that is for accommodations; this
amount will be substantiated in writing to the borough for approval. If a business does not have
an approved substantiated rate, then the five twelve percent will be levied on 50 percent of the
average daily rate of the package for each day of the stay. Any business may appeal the decision
of the finance director regarding the levy of this tax pursuant to KIBC 3.55.180(D).
Section 2: That Section 3.55.090 Addition of Tax of the Kodiak Island Borough Code of
Ordinances is amended to read as follows:
3.55.090 Addition of tax.
A. The tax collector shall add the tax imposed by this chapter to the rental charge, showing the
tax as a separate and distinct item. The tax imposed on more than one separate rental may
be shown as a total tax on the aggregate price of all rentals made at one time.
B. The tax to be collected and remitted may be determined by multiplying the gross receipts from
the services or product by X5.12. In cases of all-inclusive packages, the tax may be
determined by multiplying the approved substantiated rate for accommodations by x.12. If
a rate has not been approved, then the five twelve percent will be levied on 50 percent of
Ordinance No. FY2024-NN Page 1 of 2
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AGENDA ITEM #2.d.
the average daily rate of the package multiplied by the number of nights of accommodations
provided.
Effective Date: This ordinance takes effect upon adoption.
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
THIS DAY OF , 2024
KODIAK ISLAND BOROUGH
ATTEST:
Scott Arndt, Borough Mayor
Nova M. Javier, MMC, Borough Clerk
Introduced by: Assembly member Whiteside and Sharratt
First reading:
Second reading/public hearing:
VOTES:
Ayes:
Noes:
Ordinance No. FY2024-NN Page 2 of 2
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Discussion Of Changing The Transient And All -Inclusive Package Accommoda...
AGENDA ITEM #2.d.
Kodiak Island Borough Assembly Agenda Item Request Form
PLEASE FILL OUT AND RETURN TO THE CLERK
Below Are The Adopted Powers Of The Kodiak Island Borough. Circle the adopted power your request
falls under.
Mandatory Powers of the Assembly: • Solid Waste Collection and Disposal (non-areawide/on
• Education road system)
• General Administration and Finance • Parks and Recreation (non-areawide/outside cities)
• Tax Assessment and Collection • Economic Development (non-areawide/outside cities)
• Planning and Zoning • Animal Control (non-areawide/outside cities)
• Fire Protection and First Responder Emergency
• Adopted Powers of the Assembly: Medical Services (service areas)
• Emergency Services Planning • Road Maintenance and Construction (service areas)
• Community Health (restricted • Street Lighting (service areas)
areawide)
Assembly Member: Bo Whiteside, Ryan Sharratt. Date Submitted: 11/9/23
Agenda Date Requested: 12/14/23 Meeting Type: (F)NS ORM
It is recommended that you turn in request at least a month prior to the meeting date requested. The Mayor retains
discretion when to place items on the agenda per KIBC 2.60.0608.
Description of the item you are requesting to have placed on the agenda. Please submit one form
for each item and submit any applicable documents with this form.
Introduction of ordinace to amend KIBC 3.55.010 and 3.55.090.
Requested action of the Assembly:
Discuss and vote to reject or adopt.
For Staff Use:
Received date: Distributed to: Mayor DPO Manager
Discussed at the agenda setting on:
Approved and scheduled on: WS Date: RM Date:
Notes:
\\dove\borough\CL\BC-05 - ASSEMBLY AGENDA PACKETS\Assembly and Public Agenda Request Forms\Assembly
Agenda Item Request Form Rev.docx
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AGENDA ITEM #2.d.
Introduced by:
Mayor Selby
Requested by:
Borough Clerk
Drafted by:
Borough Attorney
Introduced:
11/26/96
Public Hearing:
12/05/96
Amended:
12/05/96
Adopted:
12/05/96
KODIAK ISLAND BOROUGH
ORDINANCE NO. 96-19
AN ORDINANCE ADDING CHAPTER 3.30 TRANSIENTACCOMMODATION TAX
TO THE KODIAK ISLAND BOROUGH CODE OF ORDINANCES
TO IMPLEMENT AND ADMINISTER A TRANSIENT ACCOMMODATIONS TAX
WHEREAS, the Board of Directors of the Kodiak Island Convention and Visitors
Bureau submitted an initiative petition to place the question of levying and collecting
a tax not to exceed five percent (5%) of the amount charged persons for using
transient accommodations on the October 1, 1996 election ballot; and
WHEREAS, the petition has been duly certified by the Borough Clerk and approved
by a majority of the qualified voters in the Kodiak Island Borough eligible to vote on
the question;
NOW, THEREFORE, BE IT ORDAINED BY THE ASSEMBLY OF THE KODIAK ISLAND
BOROUGH THAT:
Section 1: This ordinance is a general and permanent nature and shall become a
part of the Kodiak Island Borough Code of Ordinances.
Section 2: This ordinance shall take effect on the first day of January, 1997.
Section 3: Title 3 of the Kodiak Island Borough Code of Ordinances is amended by
adopting a new chapter 3.30 as follows:
CHAPTER 3.30
Transient Accommodations Tax
3.30.010 Levy of sales tax. A sales tax of five percent (5%) of the rental charge is
levied on all transient rentals for accommodations within the Kodiak Island Borough.
3.30.020 Accrual and collection. Sales taxes imposed by this chapter are due and
payable by the buyer at the time of payment for the rental and are delinquent if not
paid when due. Every person making rentals that are taxable under this chapter shall
collect the taxes from the purchaser at the time of the rental or, with respect to credit
transactions, at the time of collection of the rental fee and shall transmit the money
collected on a quarterly basis to the borough.
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3.30.025 Allocation of sales tax proceeds.
A. The sales taxes collected under section 3.30.010 shall be allocated to a
separate fund or account to be appropriated and utilized solely for increased
development of the tourist industry, and may be allocated for tourism programs,
tourism enhancement projects, such as beautification within the borough, and the
administrative costs associated with such programs;
B. The sales tax collected in any of the six (6) villages may be appropriated for
the purpose of the development of the tourist industry in the village.
3.30.030 Installment payments. When the payments for a rental are made on an
installment basis, the entire sales tax shall be collected from the down payment, or,
if a down payment is not made or is insufficient to pay the tax, then from the entire
first installment payment or payments until the tax is paid.
3.30.040 General exemptions.
A. The following classes of rentals are exempt from the tax imposed by this
chapter:
1. Rentals to religious and charitable organizations as defined in subsections
501 (c)(1), (3), and (4) of the Internal Revenue Code, for the conduct of regular
religious or charitable functions and activities, and not for the support or maintenance
of the general membership or for communal living;
2. Rentals to the United States, the State of Alaska, and any agencies or
political subdivisions thereof;
3. Rentals which the borough is prohibited from taxing by the constitution or
laws of the United States or the state of Alaska;
4. Rentals by businesses which provide sleeping accommodations as an
incidental part of their business but do not provide transient accommodations
separately as a business; i.e., fishing boat charters, guide operations not based in a
lodge that also sells lodging, and similar services;
5. Rentals to nonprofit organizations operated primarily for the purpose of
planning, promoting, and conducting organized group activities for participants who
are eighteen (18) years of age or less; and
6. Rentals for accommodations located within a municipality which levies and
collects a sales tax on transient room rentals. No certificate is required for the
exemption provided by this subsection.
3.30.045 Partial exemption. A business that provides transient accommodations
separately in the normal course of business, shall collect the tax on the estimated
value of the rentals included in any package sales which include other services such
as guiding or transportation.
3.30.055 Senior citizens exemption.
A. A person sixty-five (65) years of age or older who has resided in the Kodiak
Island Borough for a continuous period of thirty (30) days or more may obtain a senior
citizens sales tax exemption certificate by submitting a completed application to the
finance director on a form provided by the borough. The application must be signed
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by the applicant under oath and shall contain information relating to the applicant's
residence, marital status, rental or ownership of occupied dwelling, persons
occupying the dwelling, and other information reasonably necessary to determine the
applicant's eligibility and monitor the use of the exemption certificate. The applicant
shall also submit for inspection and copying a birth certificate, or other evidence
determined by the finance director to be adequate, to establish the applicant's age.
The exemption certificate shall be issued without charge in the name of the applicant
and shall be valid for a period of three (3) years.
B. An exemption certificate issued to a person who is prevented or impaired from
personally making purchases or payments by a physical or mental infirmity may
designate not more than two (2) other persons who shall be authorized to utilize the
certificate when making purchases and payments on behalf of and for the sole use
and benefit of the certificate holder or the certificate holder's spouse.
C. No person may utilize a senior citizen tax exemption certificate to purchase or
acquire rentals that are to be utilized by a person or persons other than the certificate
holder, the certificate holder's spouse, a dependent of the certificate holder, or
another person or persons who would be qualified to have a senior citizens exemption
certificate issued to them under this section. As used in this section, "dependent"
means a child of the certificate holder or the certificate holder's spouse who resides
with the certificate holder when not attending school and who receives more than
one-half (%) of his or her support from the certificate holder.
1. Notwithstanding any other provisions of this chapter no person may utilize
a senior citizen tax exemption certificate to rent a room which will be used in a
commercial business or enterprise or for the production of income.
2. Persons making rentals to or for the benefit of a senior citizen which are
exempt from tax under the provisions of this section shall confirm the identity of the
person or persons presenting an exemption certificate, if not personally known to
them, by requesting identification and shall maintain records of each such exempt
rental with an appropriate reference to the senior citizen exemption certificate
number. If the person making the rental has reason to believe that it is not for use
by a senior citizen or other qualified user, because of the volume, type of purchase,
or other facts, that person shall promptly report the possible fraudulent use of the
exemption certificate to the borough finance director. The finance director shall
investigate the rental, and if the finance director determines that the exemption
certificate is being abused, the matter shall be referred to the mayor who shall
conduct such further investigation as is determined necessary and present the facts
to the assembly for authorization to initiate prosecution or revocation action, or both.
3. Senior citizens' exemption certificates shall be subject to revocation as
provided in section 3.30.070 of this chapter.
3.30.060 Certificate of exemption.
A. A person entitled to the exemption under section 3.30.040 shall apply to the
borough for a certificate of tax exemption which will be issued without charge to
qualified persons. The application shall be submitted on a form provided by the
borough finance office and shall contain the name, address, type of organization, the
section under which the exemption is claimed, and such other information as is
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required by the finance department. Duplicate certificates will be issued on request.
B. The certificates of exemption shall be valid for a period of one (1) year and the
expiration date shall be printed on the face of the certificate. Exemption certificates
may be renewed annually, without charge, by completing an application form
containing information required to assess the continued existence of the exemption.
3.30.070 Revocation of certificate of exemption.
A. A certificate of tax exemption may be revoked by the mayor for any of the
following acts or omissions:
1. Falsification of any statement or information in the application for certificate
of exemption;
2. Utilization of the tax-exempt certificate for the purchase or acquisition of
nonexempt rentals;
3. Knowingly or negligently permitting or authorizing the use of the certificate
by a person other than an authorized agent or employee of the person or entity to
whom the certificate was issued.
B. Prior to revocation of a certificate, the holder of the certificate shall be
provided with notice of the alleged violation not less than ten (10) days prior to the
proposed effective date for revocation of the exemption certificate. The person or
entity to whom the certificate was issued may request a hearing before the mayor
regarding the alleged violation by filing a written request with the mayor prior to the
effective date for revocation. If requested, the hearing shall be held within twenty
(20) days after the date of receipt of the request, and the exemption certificate shall
not be revoked prior to the date of hearing.
C. A decision of the mayor revoking an exemption certificate may be appealed to
the assembly by filing a written notice of appeal with the borough clerk within ten
(10) days after receipt of the decision. The hearing on the appeal shall be scheduled
before the assembly at a regular or special meeting held within thirty (30) days after
receipt of the notice of appeal. The assembly may, in its discretion, hear the matter
either on the record or de novo. If the appeal is heard de novo, no evidence may be
presented before the assembly which was not presented before the mayor.
D. If an exemption certificate is revoked, a new certificate may not be issued to
the same person or entity for a period of two (2) years from the date of revocation.
E. The revocation provided by this section is in addition to any other penalties
provided by law for the violations.
3.30.080 Tax collectors registration certificate.
A. All persons engaged in selling or renting property subject to the tax imposed
by this chapter shall file an application for a certificate of registration not later than
the date of commencing business in the borough or opening a place of business
within the borough. An application for a new business not previously registered to
collect sales taxes shall be accompanied by a one hundred dollar ($100) deposit, or,
in the case of a person who does not maintain a permanent place of business within
the borough or who is not a local resident residing within the Kodiak Island Borough,
a two hundred dollar ($200) deposit which the registrant may recover by a deduction
from the remittance submitted with the first quarterly return filed or, if that return is
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insufficient, the balance shall be refunded. If applicant has established credit with the
borough, the finance director may waive the required deposit.
B. Upon receipt of a properly executed application, on a form provided by the
finance director, accompanied by the required deposit, the finance director shall issue
the applicant a certificate of registration, stating the address of the place of business
to which it is applicable and authorizing such person to collect the sales tax. The
certificate shall be prominently displayed at the place of business named on the
certificate.
C. The certificate of registration is nonassignable and nontransferable, and must
be surrendered to the finance director by the person or entity to whom it is issued
upon cessation of business at the location named in the certificate. If the business
is continued at the same location but there is a change in its business form, the
certificate holder making such change shall surrender the old certificate to the finance
director for cancellation and the successor organization shall apply for a new
certificate of registration. Upon receipt of such application properly executed, a new
certificate bearing a new number will be issued to such successor.
D. When there is a change of address for the certificate holder's place of
business, a new certificate of registration is required, bearing the same registration
number, showing the new address.
E. An applicant for a new certificate required to reflect a change in business form
or a change of address for an existing certificate holder is not required to post a
deposit with the application.
3.30.082 Failure to obtain registration certificate.
A. It shall be unlawful for any person to engage in, or continue in, business within
the borough or to conduct activities within the borough unless and until such person
obtains a certificate of registration. In the event the finance director ascertains that
any such person is engaging in, or continuing in, business within the borough without
a certificate of registration, one (1) or more of the following remedies may be sought:
1. Conduct a special audit of such person's records and make a demand upon
such person to obtain a sales tax certificate, in which case such person who has
engaged in business or activities within the borough without a certificate shall pay a
special fee to reimburse the borough for the expense of the audit, which fee shall be
the lesser of the sum of one thousand dollars ($1,000) or ten percent (10%) of any
tax found to be due. However, the fee may be waived at the discretion of the
finance director for good cause shown. The finance director shall also assess any
delinquencies, and applicable penalties and interest, if any, against such person, if
such person engaged in rentals which were or are subject to the borough sales tax.
2. Report the facts to the borough attorney for appropriate action.
3.30.090 Addition of tax.
A. The tax collector shall add the tax imposed by this chapter to the rental
charge, showing the tax as a separate and distinct item. The tax imposed on more
than one (1) separate rental may be shown as a total tax on the aggregate price of
all rentals made at one time.
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B. The tax to be collected and remitted may be determined by multiplying the
gross receipts from the services or product by .05 and dividing that product by 1.05.
3.30.100 Assumption of tax prohibited. No person may advertise or state to the
public, or to any tenant directly or indirectly, that the tax imposed by this chapter or
any part thereof will be assumed or absorbed by that person, or that it will not be
added to the charge, or that it will be refunded; nor may any person assume, absorb,
or fail to separately state the tax to the tenant unless otherwise specifically authorized
by this chapter.
3.30.110 Tax schedule. The amount of the tax to be added to the rental charge for
transient room rentals shall be determined in accordance with the following schedule:
Charge Tax
Under 5 cents None
$.05 through $.17 $.01
.18 through .30 .02
.31 through .50 .03
.51 through .89 .04
.90 through 1.09 .05
Over $1.10 Continue on same scale
3.30.120 Maximum taxable sale.
A. If the charge for rental of any property exceeds five hundred dollars ($500) for a
single transaction, that portion of the price or charge in excess of five hundred dollars
($500) shall be exempt from the tax levied by this chapter.
B. In determining the maximum tax payable with regard to a single transaction for
rentals, each day shall be deemed a separate service transaction. The maximum tax
payable shall be applicable to each deemed service transaction with tax payments to
accrue and become payable at the time of filing the next quarterly return to be submitted
following receipt of payment for the service.
3.30.130 Title to tax proceeds. The title to the taxes collected pursuant to this chapter
shall vest in the borough upon collection by the tax collector.
3.30.140 Sales tax returns.
A. Each person who rents property taxable under this chapter in any quarter ending
March 31, June 30, September 30, and December 31 shall, on or before the last day of
the month following the end of each quarter year, or April 30, July 31, October 31, and
January 31 respectively, complete, sign, and file with the borough a return for that
quarter, upon forms furnished by the borough, setting forth the following:
1. The amount received from all rentals made within the borough;
2. The amount received from nontaxable rentals, with a brief explanation of the
nontaxable status;
3. The amount received from taxable rentals;
4. The amount of tax attributable to the taxable rentals;
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5. The taxes collected; and
6. Such other information and supporting papers as the finance director may
require in the reporting form.
B. The taxes collected shall be remitted with the reporting form after deducting any
administrative fees that may be allowed by section 3.30.160.
C. If the last day of the month is a Saturday, Sunday, or legal holiday, tax returns and
remittances shall be considered filed on time if delivered or postmarked on or before the
last day of that month.
D. A person making rentals within the borough shall make a return, even though none
of the reported transactions are taxable.
E. A person who fails to timely comply with the provisions of this chapter relating to
the filing of quarterly reports and remittance of taxes collected for any one (1) quarter
during a calendar year shall, if required by written notice from the finance director, file
the required reports and transmit collected sales taxes monthly until such time as the
finance director determines that a willingness and ability to comply with the requirements
of this chapter has been established. Monthly reports and remittances shall be due on
the fifteenth (15th) day of each month following the month of collection. Any person
may, upon notification to the finance director, file reports and transmit taxes monthly.
F. A person doing business within the borough for a period of time that is expected
to be, less than six (6) months in duration shall file sales tax returns and remit taxes on
a monthly basis as provided in subsection E of this section.
G. A final sales tax return shall be filed and the tax due remitted within fifteen (15)
days after the date of selling or terminating a business. The purchaser of the business
shall withhold a portion of the purchase money sufficient to pay any sales tax, penalties,
and interest that may be due until seller displays a receipt from the borough evidencing
total payment of the tax, interest, and penalties due. If the purchaser fails to withhold
the required sum from the payment due to the seller, the purchaser shall also be liable for
the taxes, penalties, and interest owed by the seller to the borough.
3.30.150 Credit for taxes. A person who has collected and remitted a tax on a borough
rental, which tax is subsequently determined not to be due because a refund is granted
for cancellation, payment is refused on a check received in conjunction with a rental, or
similar circumstances, may take a credit against future taxes. Proper documentation shall
be made available by the tax collector, on request, to substantiate the credit taken.
3.30.160 Administrative costs and reimbursements. To compensate renters for keeping
the sales tax records and filing returns as required by this chapter and making prompt
remittances, those persons shall be entitled to a fee equal to two percent (2%) of the
amount of the tax collected, and that amount may be deducted when making remittances;
provided that the reports and remittances are postmarked on or before the due date for
such reports and remittances. A person filing a report or remitting taxes collected after
the due date forfeits the right and claim to the fee provided by this section and shall remit
the entire tax due.
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3.30.170 Penalty and interest.
A. A person who fails to remit taxes collected on or before the due date shall pay, in
addition to the tax due, a penalty of five percent (5%) of the tax that is then due and
unpaid for each month or any fraction of a month during which any part of the tax
remains unpaid until a total penalty of twenty percent (20%) has accrued, which penalty
shall be added to all returns until the tax, penalty, and interest have been paid. For the
purposes of this section, partial payments shall be credited first to penalty and interest
and then to the tax obligation originally due.
B. Taxes that are not remitted to the borough when due shall draw interest from the
date of delinquency until paid at the rate of fifteen percent (15%) per year. Interest shall
not accrue on the late payment penalty assessed by subsection A of this section, but
shall accrue on the civil penalty assessed by section 3.30.190.
3.30.180 Determination of exemptions.
A. Every rental made within the borough, unless explicitly exempted by ordinance,
is presumed to be subject to the tax imposed by this chapter.
B. A tenant who claims an exemption under a provision of this chapter for which a
certificate of exemption is required shall display the certificate at the time of the rental
and the certificate number shall be noted on the receipt, invoice, or other evidence of the
transaction.
C. A tenant who believes the tax has been charged in error may make a claim to the
borough for refund within thirty (30) days after the date of the rental.
D. If the finance director denies a refund of the tax, the taxpayer may appeal to the
mayor by filing a written notice of appeal, within ten (10) days after the finance director's
decision, setting forth all facts relating to the claimed exemption. The mayor shall provide
an opportunity for a hearing within thirty (30) days after the receipt of the notice of
appeal.
3.30.190 Failure to collect taxes.
A. A person required by this chapter to collect sales taxes levied, who fails to collect
such taxes on taxable transactions, shall be assessed with a civil penalty of double the
tax that should have been collected, as determined by an audit.
B. If any of the following defenses are established, the civil penalty imposed by this
section shall be waived:
1 . The securing, in good faith, of a certificate of exemption or a statement of
eligibility for exemption from the person against whom the tax would have been levied;
2. Proof of a belief, based upon advice of legal counsel or the borough finance
director, that the rental was not subject to the tax levied by this chapter, accompanied
by proof of notification in writing to the mayor based on such belief prior to or
immediately following the transaction;
3. A reasonable attempt, in good faith, to collect the tax from the buyer.
C. A renter who fails to pay the tax levied by this chapter on a taxable transaction
shall be assessed with a civil penalty of double the taxes that should have been paid.
D. The civil penalties imposed by this section shall be in addition to any other civil or
criminal penalties imposed by this chapter.
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3.30.200 Preservation of records collection of arrears tax.
A. Every person required by this chapter to collect and remit taxes shall keep and
preserve suitable records of the rentals, together with invoices, bills of sale and other
pertinent records and documents which may be necessary to determine the amount of
the tax due under this chapter and to substantiate the information provided in filed
returns. The records required to be maintained shall be preserved for not less than three
(3) years after the remittance of the taxes and shall be subject to examination by the
borough finance director or any other authorized employee of the borough while engaged
in reviewing or auditing the records of any taxpayer required to make a return under the
provisions of this chapter. The borough shall give written notice of intent to conduct an
audit under this section not less than five (5) days prior to the audit.
B. Collection of arrears tax by the borough shall be limited to the period of three (3)
years prior to the date when the finance director or authorized agent began an audit of
the taxpayer's records, wrote to the person through use of regular mail concerning an
apparent violation of this chapter, or took some other recorded action to require a
certificate of registration or other compliance with this chapter.
3.30.210 Estimated tax. If the borough is unable to ascertain the correct tax to be paid
by a seller because of the failure or refusal of the seller to file a return, keep accurate
records, or allow their inspection, or because a return has been falsified, the borough may
prepare an estimate of the tax due based on any information that may be available.
Notice of the estimated tax shall be provided to the seller and shall become final for the
purpose of establishing the tax liability unless the seller, within thirty (30) days after
receipt of notice of the estimated tax, files an accurate return supported by records
determined by the finance director to be satisfactory, establishing a lesser liability.
3.30.220 Returns confidential. Except in connection with official investigations or
proceedings of the borough, whether judicial or administrative, involving taxes due under
this chapter, no officer, employee, or agent of the borough may divulge any information
disclosed in a report or return filed under this chapter. The prohibition of this section
shall not prohibit the preparation and use of statistical summaries of sales tax data that
do not disclose the identity of any person filing reports required by this chapter.
3.30.222 Corrections of errors on tax returns. If the taxpayer makes an error or errors
in computing the tax on a return, the finance director or authorized agent, shall correct
such error or errors and immediately notify the person filing the return by ordinary mail
that such correction has been made. Any additional tax due, together with applicable
penalty and interest in accordance with section 3.30.170, for which the taxpayer
becomes liable shall be payable immediately by the taxpayer. If the taxpayer makes an
error which results in overpayment of tax, the finance director shall allow credit against
taxes due on future returns, or shall authorize a refund in accordance with section
3.30.224.
3.30.224 Refund of overpayment. The finance director, or authorized agent, shall refund
overpayment of taxes brought about by mathematical errors in the return or reports filed
by the person remitting the tax; computational errors made by the remitter or borough
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personnel with respect to said return or reports; duplicate payments by remitter; or any
overpayment made by a person filing a tax return that may be determined as a result of
an audit of such person's records; provided, however, that in no event shall the remitter
of sales taxes be entitled to a refund for overpayment of sales taxes where the overpaid
taxes have actually been collected by said person. In the event the amount of
overpayment is one hundred dollars ($100) or less, a cash refund may be authorized at
the discretion of the finance director. In no event shall there be a refund for overpayment
that were made more than three (3) years prior to the discovery of the overpayment by
the person filing the returns or the finance director or authorized agent.
3.30.226 Protest of Tax.
A. A buyer who protests the payment of the tax levied under this chapter shall pay
the tax and shall provide the seller and the finance director with a written statement of
protest within five (5) working days of the sale that identifies the sale, rental or service
that is the subject of the tax protested, the amount of tax paid, the buyer's and seller's
name, mailing address, telephone number and the basis for the protest.
B. If the seller protests his liability on an assessment under section 3.30.210 which
has become final, he shall pay the tax under written protest setting forth the basis for the
protest. No action for a refund may be maintained nor may a defense to nonpayment be
maintained in a civil action unless the amount in dispute has been paid by the seller under
written protest filed at or before the time of payment.
3.30.230 Recovery of taxes. Taxes due but not paid may be recovered by the borough
in an action against the tenant if that person has failed or refused to pay the tax on
request by the seller or submitted a false certificate of exemption. Taxes collected but
not transmitted and taxes not requested or demanded by the person charged with the
duty of collecting of tax may be recovered by an action against the person renting the
property.
3.30.240 Lien for tax, interest, and penalty.
A. The tax, interest, and penalty imposed under this chapter and the lien filing fee
under subsection B of this section shall constitute a lien in favor of the borough upon all
real and personal property of every person required to collect and remit the tax. The lien
arises at the time of delinquency and continues until liability for the tax is satisfied or the
property of the delinquent person is sold at foreclosure sales. The lien has priority over
all other liens and encumbrances except those for property taxes and special assess-
ments; provided, however, that the lien is not valid as against a person in the position of
a prior mortgagee, pledgee, or judgment creditor until notice of the lien is filed in the
office of the recorder for the Kodiak Recording District in the manner provided for federal
tax liens in AS 43.10.090 through 43.10.150 and the lien is not valid against a purchaser
who, prior to the recording of it, in good faith and without actual notice of the lien or the
underlying tax liability, has acquired for fair market value an interest in property otherwise
subject to the lien. Upon recordation a copy of the lien shall be sent to the last known
address of every person named in the lien. Failure to comply with this requirement shall
not, however, affect the validity of the lien or the borough's right or authority to foreclose
upon it.
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B. Fees for the filing and releasing of liens authorized by this section shall be
established by resolution of the assembly.
3.30.250 Foreclosure against real property. A lien for the tax, interest, and penalties
created by this chapter may be foreclosed, when authorized by the assembly, by
commencement of an action in the superior court pursuant to the procedure set forth in
AS 09.45.170 220.
3.30.260 Collection by distraint and sale.
A. The borough may collect taxes, with interest, penalties, and other additional
amounts permitted by law, by distraint and sale of the property of the person liable to pay
the taxes, interest, penalty or other additional amount, who neglects or refuses to pay
them within ten (10) days after receipt of notice and demand for payment.
B. In case of neglect or refusal to pay taxes or deficiencies as provided in this section,
the finance director may obtain a warrant authorizing the finance director to levy upon,
seize, and sell any property, except exempt property, belonging to the person for the
payment of the amount due, with interest and penalty. When distraint is made as
provided in this section, the finance director shall make an inventory of the property
served and leave a signed copy of that inventory with the owner or possessor of the
property, or at the dwelling or usual place of business, if a person of suitable age and
discretion can be found, or if the taxpayer is a corporation or other type of organization
with an officer, manager, general agent, or agent for process, with a notation of the
amount demanded and the time and place of sale.
C. The finance director shall immediately publish a notice of the time and place of sale
at public auction, together with a description of the property distrained, in a newspaper
published in the borough and post a copy of the notice at the post office nearest the
place where the sale is to be made.
D. The time of sale shall be not less than fifteen (15) or more than sixty (60) days
from the date of the notification to the owner or possessor of the property, and the place
proposed for the sale shall not be more than five (5) miles from the place of making the
distraint. The sale may be continued from time to time in the discretion of the finance
director, but not for more than thirty (30) days after the date specified in the notice.
E. The property distrained shall be restored to the owner or possessor if, before the
sale, payment of the amount due is made to the finance director charged with the
collection, together with the fees and other charges.
F, The finance director shall give to the purchaser a certificate of sale on payment in
full of the purchase price. The certificate of sale:
1. Is prima facie evidence of the right of the finance director to make the sale, and
conclusive evidence of the regularity of the proceedings in making the sale;
2. Transfers to the purchaser all right, title, and interest of the delinquent taxpayer
in and to the property sold;
3. Where the property consists of stock, is notice, when received, to the
corporation to record the transfer on their books and records in the same manner as if the
stock were transferred or assigned by the party holding the stock in lieu of an original or
prior certificate, which is void, whether cancelled or not; and
Kodiak Island Borough, Alaska
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Ordinan cc No. 96-19
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Page 97 of 109
AGENDA ITEM #2.d.
4. Where the subject of the sale is security or other evidence of debt, is a good
and valid receipt to the person holding it, as against a person holding or claiming to hold
possession of the security or other evidence of debt.
G. If property seized and sold is not sufficient to satisfy the claim of the borough for
which distraint or seizure is made, the finance director may, thereafter, and as often as
is necessary, proceed to seize and sell in like manner any other property subject to the
lien created by this chapter until the amount due from the taxpayer together with all
expenses is fully paid.
H. A person in possession or control of property subject to distraint, upon which a
levy is made, shall, upon demand by the finance director making the levy, surrender the
property to the finance director, unless the property is, at the time of the demand, subject
to an attachment under judicial process. A person who fails or refuses to so surrender
the property is personally liable to the borough for a sum equal to the value of the
property not so surrendered, but not exceeding the amount of the taxes or deficiencies,
including penalties and interest for the collection of which levy is made, together with
costs and interest from the date of the levy.
I. All persons shall, on demand of a police officer about to distrain or having distrained
on property or rights of property, exhibit all books containing evidence or statements
relating to the property liable to distrain for the tax due.
J. The provisions of this chapter are not exclusive but are in addition to all other
existing remedies provided by law for the divorcement of a levy and collection of taxes
of the borough.
3.30.270 Prohibited acts.
A. No person may:
1. Fail or refuse to file a completed tax return required by this chapter, upon
demand or falsify any material statement in that return;
2. Fail or refuse to collect taxes levied by this chapter and remit those taxes to the
borough as required;
3. Conduct any business in the borough relating to rentals subject to taxation
under this chapter without first applying for and obtaining a certificate of registration to
collect the taxes imposed on rentals; or
4. Falsify any portion of an application for a certificate of exemption.
3.30.280 Definitions.
A. As used in this chapter the following definitions shall apply:
1. "Accommodations" mean a structure or portion of a structure which is occupied
or intended for occupancy by transients for dwelling, lodging, or sleeping purposes. This
term includes hotels, motels, tourist homes, houses or courts, lodges, lodging houses,
inns, rooming -houses, youth hostels, trailers, bed and breakfasts, and dormitories. This
term does not include any hospital, medical clinic or nursing home.
2. "Buyer" or "purchaser" means a person who acquires an interest in real or
personal property, or the right to use real or personal property, or who acquires services
for consideration.
3. "Charitable organization" means an organization having as its primary purpose
relief of the poor and distressed or of the underprivileged.
Kodiak Island Borough, Alask++ Ordin, nc,, No. 96-19
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Page 98 of 109
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AGENDA ITEM #2.d.
4. "Rental" means permitting the use or occupancy of real or personal property for
consideration other than by means of a capital lease.
5. "Residential unit" means one or more rooms and a single kitchen in a dwelling
designed as a unit for occupancy by not more than one (1) family for living or sleeping
purposes.
6. "Residential uses" means for use within a residential unit.
7. "Sale" means a transfer or exchange of any property of every kind and
description, or the right to use or occupy such property, for consideration.
8. "Sales price" or "charge" means the consideration, whether money, credit, or
other property or interest in property, without deduction for delivery costs, taxes, or any
other expense. The receipt of property or an interest in property as consideration, the
"sales price" or "charge" shall be based on the fair market value of the property or
interest in property.
9. "Seller" means a person, whether acting as a principal, agent, or broker, who
sells, leases, or rents real or personal property or provides services to another for
consideration.
10. "Transient" means a person who occupies or rents and has available for the
person's own occupancy or occupancy by any other person a suite, room or rooms in a
hotel -motel for fewer than thirty (30) consecutive days. An employee who occupies or
has available for fewer than thirty (30) days a suite, room or rooms rented c1r leased for
more than thirty (30) consecutive days by an employer for use on a roti+ring basis ny
employees is not a transient.
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
THIS FIFTH DAY OF DECEMBER, 1996
KODIAK ISLAND BOROUGH
Jer e M. Selby, Borough
Robin Heinrichs, Presiding Officer
ATTEST:
�Dorina F. Smith,CMC/AAE, Borough Clerk
Kodiak Island Borough, Alask.
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Ordin.n�a: No. 96-13
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i
AGENDA ITEM #4.a.
Kodiak Island Borough
OFFICE of the MANAGER
TO: Kodiak Island Borough Assembly
FROM: Aimee Williams
RE: Managers Report, December 14, 2023
710 Mill Bay Road
Kodiak, Alaska 99615
Phone (907) 486-9301
Manager's Department
Federal Legislators — Received confirmation from Seb O'Kelly that our federal
contingency of legislators all signed a letter to go to the Secretary of the Department of
the Interior. In the letter attached, you will see that the group reinforces our opinion that
leasing the mental health buildings for workforce housing should be deemed consistent
with the public use restriction in the deed.
Staffing changes — Since our last meeting, the Finance Department has lost two
employees and currently has advertisements out for three jobs, Accounts Payable
Technician, Payroll Technician, and General Accountant. The Assessing Department
had an Appraiser Technician resign and is now advertising for that position. Community
Development had Joe Grochmal start this week as the new Associate Planner.
Alaska Municipal Managers Association (AMMA) and Alaska Municipal League —
Traveled to Anchorage to attend these annual meetings. Learned about best practices
from other communities, networked with professionals from across the state and
country, and learned about what our state and federal legislators were planning for the
next year. Additionally, I was elected to serve on the AMMA Board of Directors.
City of Kodiak Lease — Agreement was reached with the City of Kodiak on the building
lease today. The City Manager agreed to the lease and plans to sign. The new lease
has a modest rent increase and a 357 square -foot space expansion by the City of
Kodiak.
Green Waste — KIB hired a contractor to assist with the burning of green waste today in
the Dark Lake area. Residents of that area have been improperly dumping waste in
that area outside of the dumpsters. Engineering & Facilities staff removed all of the non-
organic waste and brought it to the landfill.
Borough Manager's Report
AGENDA ITEM #4.a.
Alaska Marine Highway System — The summer schedule is open for public comment.
If you are interested in more information, please call me and I will send you a link.
Holiday Cheer — Many KIB employees are participating in a holiday door decorating
contest. If you are in the building next week, please take a look around and see all of
the festive decorations. There will be a Gingerbread House contest, a Holiday Cookie
Contest, and a potluck taking place on December 22nd at 3:30PM. The Assembly is
invited to help staff celebrate the holiday season.
Engineering and Facilities
Tree Blow Down —
• December 5, 2023 - Staff has been involved after a high wind event in Bells
Flats. Multiple trees were damaged and blown over on both Borough land, road
right of way and private property. One structure was reported as damaged. KIB
insurance is not a factor as the damage was determined to be an "Act of God".
Solid Waste Advisory Board —
• SWAB and Staff are collaborating with Boy Scout Troop 626 for the collection of
natural Christmas trees. January 6, 2024, the scouts will come to your location
and pick up your bare tree. Please call or contact the scouts via Facebook to
arrange pick up. The trees will be taken to the landfill and ground for landfill
cover.
• December 16, 2023, from 3:OOpm to 5:OOpm — Join SWAB at the Kodiak Public
Library for a Holiday Craft Day. Children can make handmade ornaments of
natural materials. Adults will be offered candle painting and decoration. Both
items can be prepared as a gift to give.
Solid Waste Contract Committee — First meeting was scheduled for December 12,
2023, however, there was not a quorum of assembly members available.
Landfill —
• New Excavator is scheduled to ship on December 13 sailing with Sampson Tug
and Barge. Brechan Construction has been hired to transport the machine to the
landfill. Brechan rental excavator will be utilized until factory training can be
arranged. Staff is in discussions with the vendor.
• Staff has been contacted by the Denali Commission to proceed into the second -
round consideration for funding associated with funding request for landfill
planning. This is a collaboration with KANA to investigate and identify potential
processing of Haz mats at the KIB landfill from the various villages. A meeting
will be held next week to discuss roles and the path forward.
KFRC-
• Discharge Permit —Permit has been accepted and begins January 2024.
Anticipate advertisement of the RFP for the decontamination System Upgrade in
December or early January.
Borough Manager's Report
AGENDA ITEM #4. a.
Awaiting discussion with Long Technologies regarding upgrade and review of
system coverage and possible additional monitoring. This meeting is being
delayed minimizing cost and perform work and analysis on several facilities.
Sewage lift station has been rewired and electrical removed from the interior of
the lift station. New pumps and guide rails are installed. New floats and interior
components have been upgraded. Staff is monitoring for proper function and
performance.
KIBSD —
• North Star Windows & Siding Phase 2 — Capital Project is being finalized and
closed. Thank you to Wolverine Construction for completing this project.
• East Roof Proposal Package — Work has been ordered.
• North Star Roof Replacement and Skylight Replacement — Architect is
focused on this roof and skylight replacement.
• Karluk and Larsen Bay — Replacement parts are on order for planning of a final
repair trip to these two facilities. KIB has been informed that the KIBSD will not
be going to Karluk. KIB will plan to travel and facilitate repairs after the holidays.
• Petersen Roof — Regular bi -monthly meetings are being held. Submittal
process has started. Upon submittal approval contractor will begin ordering
materials. Anticipate on site work to begin in Spring of 2024. Weather dependent.
Leachate Treatment Plant — Leachate Treatment Plant process equipment is
functional. Alterations to the piping are required and are being discussed to adapt for
maximum design flows to be achieved. Design and construction teams are collaborating
to diagnose not providing the 200 gallons per minute that the specification required. KIB
staff is asking for consideration due to not meeting the designed specifications.
Discussions are ongoing. Due to performance issues a request for an end date
extension will be made for a date in the future.
Health and Facilities Advisory Board — Met on December 11, 2023. Discussions
regarding reimbursement for design was held. Status update on the various funded
design stages was given. Architectural Review Board members will be sent email
specific to the sterilization and associated component design at the 65% design level for
informational purposes. Next meeting is scheduled for January 8, 2024, at 3:00pm in
the KIB Conference Room.
Long Term Care — Spill costs and lease are to be discussed soon. Furnace upgraded
and repairs are completed, and the heating is functioning and stabilized.
Borough Building — Concrete has been poured. Contractor is heating the tented
concrete for a minimum of ten days. KEA has energized the new transformer and power
is provided to the electric boiler. Proctor Sales will be scheduled for a site visit and
boiler startup. Generator work will continue. No projected completion date has been
provided to the KIB. Asphalt patching required cannot be completed until summer of
2024.
Borough Manager's Report
AGENDA ITEM #4.a.
Finance Department
Property Taxes — Delinquent Notices are in the mail to those taxpayers who have not
paid their taxes. Staff will start preparing the real property foreclosure documents and
annual newspaper publication in January for those properties with balances due.
Staffing — Currently advertising for three open positions: a General Accountant, an
Accounts Payable Technician, and a Payroll Technician.
Taxation Software — The Enterprise Assessment and Tax Project Kickoff meeting was
held today. A high-level presentation and document request started the process that will
take about eighteen months to complete.
IT Department
Network Infrastructure Backups - Our Network Analyst (Mitchell) is continuing to work
on updating and documenting the KIB switch infrastructure — currently testing out
firmware pre -installation.
i. Project to harden and standardize our network devices.
a. Shut down unneeded ports.
b. Update passwords and password policy
C. Documentation of network devices
d. Evaluate management software.
e. Update any end -of -life devices either via patches or replacement.
f. 802.11 x Wireless implementation.
g. Evaluate VPN solutions.
h. Audit DMZ and public facing network devices and servers.
Exchange 2019 upgrade — IT is working on upgrading our Exchange on premise
server to 2019 and migrating it and the Borough mailboxes to a new resource Forest
named mail. kodiakak.us.
Upgrade kib.local to kib.kodiak.us — IT is researching a project to rename the
kib.local Microsoft Windows forest to kib.kodiakak.us — this will align our systems with
Microsoft best practices, and provide a solid foundation for subsequent additional
infrastructure and security measures.
GIS- Aggregating and simplifying tools for Borough and public use:
i. Spoke to GIS about this and he is continuing to create map tools that are
deployed via ARCGS Online, expect this to be an ongoing process as needed
by the rest of the Borough.
ii. Working on moving archival data to current GIS website for backwards
compatibility.
Borough Manager's Report
AGENDA ITEM #4.a.
iii. Working on the Parcel Fabric (Basically making the parcel lines more
accurate to reality through a long arduous process)
iv. Working on Documentation of our GIS Data and what's critical/how we edit
it/why we edit it in this way.
v. Working on Identification of Missing Parcel IDs within our system.
vi. Continuing with his project to Identify, organize and standardize our GIS
data.
Windows 11 Deployment -approximately 85% completed.
Roughly 3 more workstations need to be updated to 11. These are located at
the two fire stations and so IT will be coordinating with Engineering and
Facilities to get them upgraded with minimal interruption.
ii. Roughly 9 more laptops need to be updated - need to coordinate with the
users to bring in.
Two -Factor Authentication - IT is reviewing the 2 -factor authentication system we
have so we can deploy it. Should have a timeline for this project by next week barring
issues.
i. Project is pending until we complete the rename of kib.local and the migration
of exchange 2019.
Network Security - Ongoing efforts to improve overall network security.
i. Active directory accounts review
1. Active Directory reorganization
ii. Group policy review
iii. Firewall and network review
iv. Network device vulnerability scanning
V. System Patch policy and enforcement
Office 365 training and deployment - Microsoft Teams will be rolled out for
communication use.
i. Review deployment methods and group policy settings
ii. Put together training material for users to review.
iii. Offer training via zoom for interested employees.
iv. Deploy software.
V. Review and refine deployment for issues and learned lessons.
Engineering Leachate Plant software upgrade - IT is working with the Jacobs
engineering firm to upgrade the PLC and HMI software at the leachate plant.
i. This is approximately 80% completed. IT met with Jacobs engineer to install
software on control panel at the plant.
Still need to install additional software on the user workstation as well.
Borough Manager's Report
AGENDA ITEM #4.a.
Win911 review — IT is also working with Jacobs engineering and our Engineering
department to review and update if needed our Win911 system.
Assessing Department —
Senior Citizen / Disabled Veterans Exemptions- Assessing has successfully mailed
out 850 Senior and 106 Disabled Veteran reminders that the period is now open to
apply for those exemptions.
Reminder Post Cards- Reminders for Senior Citizen/Disabled Veteran application due
dates were sent to the printer for a December 13, 2023 mail out date. .
Tax Roll — There are two outstanding applications that we are awaiting information on
from the PFD that cannot be processed until the applicants contact the PFD office
themselves. Assessing checks for updated information weekly. Applicants have until
December 29, 2023, to provide information to the PFD for us to adjust their taxes.
Up Next — Entering the results of inspections into the Assessing software and
completing work on building permits and new discovery changes that occurred after the
roll was certified.
Vacancy- The Assessing Department has one open position for Appraiser tech, due to
a resignation.
Community Development —
New Planner — Joe Grochmal, the new associate planner had his first day of work on
December 11. Joe is excited to begin his work with the Borough.
Planning & Zoning Commission — The Planning and Zoning Commission held a work
session on December 13 to review a variance case. The public hearing for this case will
be at the Planning and Zoning Commission's regular meeting on December 20.
PRO -Housing Grant Update — Applications for the grant are still under review. No
timeline for completion of the application review has been posted. Community
Development staff is reviewing the criteria for an AARP grant for technical assistance to
assist with housing research in case the Borough is not selected for the PRO -Housing
Grant. Calls for AARP grant applications typically begin in mid-January.
Borough Manager's Report
(Congress of t4e 31niteb Ottttes
was4linaton, OT, 20515
December 7, 2023
The Honorable Deb Haaland
Secretary Department of the Interior
1849 C Street, NW
Washington DC 20240
Secretary Haaland:
AGENDA ITEM #4.a.
We write to request the Department of the Interior (Department) provide a determination
regarding a "public purposes" deed restriction on former Bureau of Indian Affairs land currently
held by the Kodiak Island Borough. The Borough seeks to lease the infrastructure on this
property for the development of much-needed housing for seafood processor workers.
The property in question was conveyed to the borough in 1980 from the State of Alaska,
who acquired it from the Bureau of Indian Affairs in 1971 in the form of two adjoining lots,
approximately 8 acres total. The deed contains a restrictive covenant that limits the use of the
property "for school or other public purposes only." The Borough is considering a proposal from
a seafood company to convert the buildings into housing sufficient to accommodate 60 to 80
processing workers. The company would restore the facilities at its own cost, with the Borough
leasing the underlying property. Using the property to develop housing would seem to meet the
"public purposes" restriction, but an official determination from the Department is necessary
before moving forward. In addition, before moving forward with this proposal, the Borough
understands it must make the property available to area tribes consistent with other requirements
in the deed.
The lack of affordable housing for ownership or rent in Kodiak is a major problem for the
community. This housing shortage is compounded by the fact that most of the land in the
community is in federal ownership as part of the Kodiak National Wildlife Refuge. This lack of
available land for development further necessitates a broad interpretation of the "public
purposes" deed restriction in this case.
A recent survey by the Kodiak Island Housing Authority presents strong data that reveals
the Island's significant housing challenge and the difficulties it presents Kodiak's residents,
including many families with low and moderate incomes. The survey notes that "more than one-
quarter (28%) of Kodiak households are `cost -burdened,' meaning they spend 30% or more of
monthly household income on rent or owner costs. There are a total of 1,007 cost -burdened
households in Kodiak." Survey interviewees cite the lack of available land for construction as
the most significant barrier to increasing housing. These impacts are not only being felt by the
seafood industry, Kodiak's largest private employer, but also in the public sector, as it has
Page 106 of 109
Borough Manager's Report
AGENDA ITEM #4.a.
become extremely difficult for the community to attract and retain teachers, police officers,
dentists, nurses, and other important professionals.
The U.S. Coast Base — Kodiak is also undergoing a significant expansion and investment
as it welcomes the homeporting of four new vessels (Offshore Patrol and Fast Response Cutters)
later this decade. While many Coast Guard personnel will be housed on base, others will seek
housing elsewhere in the community, further exacerbating Kodiak's housing stock stress.
The Borough's lease proposal would also free up more rental housing in the community
and open up lower to moderate -income housing supplies. This lease proposal may not solve the
housing shortage at large in the community, but it will make a difference in addressing the
immediate issue at hand. We agree with the Borough that the leasing the property for the
development of housing meets the "public purposes" restriction in the deed conveyance and the
Department should make a favorable determination in this case.
Thank you for your consideration and we look forward to your reply.
Lisa Murkowski
United States Senator
Borough Manager's Report
Sincerely,
1��M 4157c�
Dan Sullivan
United States Senator
Marg Sattler Peltola
Representative for All Alaska
Page 107 of 109
BOROUGH
December 14, 2023
CLERK'S REPORT
1. AAMC Conference
Q The Clerk's Office Staff attended the AAMC
Conference in Anchorage. The theme for
this year's conference was "Dare Greatly. "
Clerks Dare Greatly every single day
knowing that what we do for our
communities matter. Our two-day
conference was filled with a lot of learning
and networking with our fellow Alaska
Clerks. We are grateful that we were
afforded the opportunity to attend.
2. Projects
Q Processing transfer of liquor licenses
Q Recording of Plats
AGENDA ITEM #5.a.
Q Worked with the Assessor and finalized our timeline and tasking for the Board of
Equalization in May
3. Records Projects
IA
We have been working diligently
on our electronic records.
Backtracking and correcting/adding
records and information that were
missing in our files.
• There have been deleted vital
records that we were able to retrieve
from our backup.
• Those that we were not able to
retrieve, we are rescanning back into
Laserfiche.
Page 108 of 109
Boroughberk's Report
AGENDA ITEM #5.a.
• Finalizing our work with Department Directors regarding records retention
series revisions.
• Reviewing archived contracts in Laserfiche (electronic records software). Produced
new formats for naming contracts, extensions, amendments, & change orders.
• Working on a records destruction list. We hope to present the list at the next
meeting.
• Working with IT to rebuild our folder paths and configure our meta data for our
electronic files.
4. Travel and Leave Dates
Q Please send me your travel dates if you are travelling or taking any time off for the
upcoming Holidays.
Q April 2024, Cook Inlet Regional Citizens Advisory Council, Kenai, Alaska
5. Upcoming Meetings
Q December 21 Regular Meeting
December 28 Work Session
January 4 regular meeting
Page 109 of 109
Borough?Clerk's Report
KODIAK ISLAND BOROUGH
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