2024-03-14 Work SessionKodiak Island Borough
Assembly Work Session
Assembly Chambers
Thursday, March 14, 2024, 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.
This work session is open to the public and will be broadcast on the Borough's YouTube Channel. Meeting
packets are available online.
Page
1. CITIZENS' COMMENTS 1-907-486-3231 or Toll Free 1-855-492-9202
(Limited To Three Minutes Per Speaker)
2. AGENDA ITEMS
a. Discussion Regarding The Healthcare Space Study And Analysis 3-53
- PKIMC/KCHC Master Plan
Agenda Item Report - Pdf
b. Discussion Of An Ordinance To Update Processes For Agenda 54-80
Setting And Submission Of Items
Agenda Item Report - Pdf
C. Discussion Of The Manager's Evaluation Form 81 -86
Agenda Item Report - Pdf
d. FY2025 Budget Review - IT And Finance Departments 87-99
Agenda Item Report - Pdf
3. PACKET REVIEW
a. CONTRACTS
• Contract No. FY2024-07 Approval Of Landfill Fire Alarm
And Sprinkler Deficiency Repairs And Replacements By
Taylor Fire Protection
RESOLUTIONS
• Resolution No. FY2023-03B A Resolution Of The
Assembly Of The Kodiak Island Borough Amending The
Kodiak Island Borough Records Retention Schedule And
Central Filing System To Reflect Amendments To The
Finance Department Records Series
• Resolution No. FY2024-15 Approving The Native Village
Page 1 of 105
Of Karluk And The Karluk IRA Tribal Council As An
Unincorporated Community For Participation In The FY25
Community Assistance Program
Resolution No. FY2024-18 Designating The Individual
Who Will Serve As Temporary Administrative Official
During The Absence Of The Regular Administrative
Official
• Resolution No. FY2024-19 Authorizing The Manager To
Accept The 2022 State And Local Cyber Security Grant
(SLCGP)
ORDINANCES FOR INTRODUCTION
• Ordinance No. FY2024-17 An Ordinance Of The Assembly
Of The Kodiak Island Borough Amending Title 2
Administration And Personnel, Section 2.30 Rules Of The
Assembly, Sections 2.30.060 Order Of Business And
Agenda, And Section 2.30.070 Ordinances, Resolutions,
And Motions To Update Processes For Agenda Setting
And Submission Of Items
4. MANAGER'S COMMENTS
a 20240314 Borough Manager's Report
5. CLERK'S COMMENTS
6. ASSEMBLY MEMBERS' COMMENTS
7. MAYOR'S COMMENTS
8. EVENTS CALENDAR
• April 5, Cook Inlet Regional Citizens Advisory Council Board
Meeting, Kenai, Alaska
• May 22-23, AML Board Meeting, Girdwood, Alaska
• August 13-15, Summer Legislative Conference, Kodiak,
Alaska
• December 9-13, Annual Local Government Conference
100-105
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.
Page 2 of 105
AGENDA ITEM #2.a.
KODIAK ISLAND BOROUGH
STAFF REPORT
MARCH 14, 2024
4 '
x ASSEMBLY WORK SESSION
SUBJECT: Discussion Regarding The Healthcare Space Study And Analysis -
PKIMC/KCHC Master Plan
ORIGINATOR: Dave Conrad, E&F Director/Admin Official
RECOMMENDATION:
Review and discuss the PKIMC/ KCHC Master Plan, Version 1 document as presented.
Discuss the future path of the study for further community participation and inclusion.
DISCUSSION:
This document was created in a collaborative effort with Providence Kodiak Island Medical
Center, Kodiak Community Health Center, Kodiak Island Borough and KANA staff's. The
effort was directed at the evaluation and condition of the existing facilities, the current space
and programmatic utilization, and the potential future upgrades or expansions.
What are the future anticipated needs of medical services in the community. What services do
the residents want to be available in Kodiak. The collective input was discussed, analyzed
and compiled during a week long workshop held in August 2023. The information was
analyzed, compared with national health care facility standards, reviewed with the local
contributors and published for review and comment.
ALTERNATIVES:
FISCAL IMPACT:
This effort has been funded by a grant from the Department of Health and Social Services
(DHSS) with full cooperation from PKIMC, KCHC, KIB and KANA.
OTHER INFORMATION:
This document was created as a living document as additional community discussion, ideas
and input are collected.
Kodiak Island Borough Page 3 of 105
Discussion Regarding The Healthcare Space Study And Analysis - PKIMC/KCH...
LDLRGROUR SALUS
51 University Street, Suite 600
Seattle, WA 9810
PKIMC/ KCHC Master Plan
Report, Version 1
March 8, 2024
Executive Summary
Background and Introduction
AGENDA ITEM #2.a.
Jensen Yorba Wall, Inc
522 West 10th. Juneau Alaska
In 2018, Jensen Yorba Wall Architects and our team of consulting engineers were hired to
assist the Kodiak Island Borough to chart out renewal and replacement projects for PKIMC for
the 30 -year term of the then -new lease with Providence. It was understood that except for the
2007 KCHC Addition, the building had not been significantly altered since the 1997 major
addition and renovation.
The existing building consists of 4 major phases / additions, all located on a sloping site near
the center of Kodiak:
• Original 1969 1 -story building
• 1975 1 -story addition, constructed around two sides of the original building
• 1997 3 -story addition, built to the east
• 2007 1 -story KCHC Addition, built to the south of the 1997 addition
Providence Kodiak Island Medical Center Condition Survey
A comprehensive as -is Condition Survey of the building, including an analysis of all building
systems and the gravity and lateral structural systems, was completed in 2019. There were a
few significant findings from the Condition Survey:
• The majority of the systems and envelope of the original 1969 building and 1975
addition (hereafter called the West Wing) are in need of replacement or refurbishment.
In particular, the kitchen, roof, exterior wall assembly (including windows, siding, and
insulation), and mechanical systems are all past their service lifespans.
• The structure of the West Wing appeared to not have adequate seismic bracing. This
is particularly a concern in the 1969 original building, which has a concrete roof deck.
• The 1997 East Wing is generally in good shape, with some concerns about the fire
dampers in the mechanical system.
West Wing Seismic Retrofit Analysis and Conceptual Design
To determine how best to address the seismic deficiencies identified in the older portions of the
building, JYW and the structural engineers at PND Engineering, Inc. performed a full Seismic
Retrofit Analysis of the building and developed conceptual options for improvement. The major
findings were:
• Although the West Wing conformed to structural codes at the time of construction in
1969 and 1975, they do not meet current code requirements. Significantly, the
buildings are inadequately braced for lateral forces—the sideways movement caused
by earthquakes.
• Any major renovation of the West Wing will trigger the code -required seismic upgrades.
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Page 2
To further refine the scope of modifications required to remedy the seismic deficiencies, two
conceptual structural upgrade options were developed and cost estimated. Both options
required significant reconstruction throughout the entire existing buildings. It was determined
that these upgrades would likely be similar in cost to demolition of the buildings and new
construction of the same size.
Existing Facility Design Challenges and Opportunities
The Condition Survey and Seismic Retrofit Analysis focused on the physical as -built
components of the building systems rather than functional or programmatic issues with the use
of the buildings. However, during our work we had the opportunity to hear from Providence and
KIB staff and stakeholders regarding many functional concerns with the PKIMC building.
Although a full analysis of the functionality of the facility was not part of our mission, a few
concerns became apparent:
• The site is constrained, with limited parking and very few easy options for expansion.
• The West Wing is 1 -story and not laid out terribly well for their current functions. The
footprint is generally square with lots of interior spaces without windows. The spaces
currently mostly house offices, the food services area, and physical therapy—all of
which generally prefer spaces with access to exterior views.
• The site access from the south is not ideal with the public coming to the main entries
via exterior ramps and stairs.
The outstanding list of deferred maintenance items and upgrades needed at the West Wing,
combined with the functional limitations of its configuration, created an opportunity for
strategic planning. Realizing that even a very expensive full renovation would not resolve the
layout and site problems caused by the basic shape and size of the West Wing, the JYW team
was authorized to explore some conceptual designs for an all-new replacement addition. Initial
proof -of -concept sketches in 2020 showed how a 3- or even 4 -story addition could be meet
many desired outcomes, including new systems and envelope, properly configured office and
support spaces, at -grade entrances and access, and much reduced footprint to allow for
increased parking and site amenities.
Overall Master Plan
The newer portions of the hospital, the West Wing additions, are in a relatively good condition
and serve sufficiently well the inpatient functions of the hospital. The outpatient functions, as
well as support functions, are located in outdated buildings. These are insufficiently sized and
do not lend themselves to efficient operations. As a result, the thrust of the master planning
effort was to identify strategies to replace the outpatient facilities within the sites currently
owned by the system, ideally on the hospital site. Some improvements to the inpatient
functions were also addressed.
JYW, combined with leading medical planners DLR Group/Salus and a professional
facilitator/3P Lean expert were hired to develop the Master Plan. As a first step, multi -day
listening sessions and workshops were undertaken with stakeholders from all PKIMC
departments, KCHC, and members of the wider community. The information gathered was then
supplemented with additional patient counts and use information, coupled with industry
standard evaluations. The results of these initial findings and work are summarized in this
document.
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1. Table of Contents
ExecutiveSummary.......................................................................................................................................................... 1
1. Table of Contents...................................................................................................................................................
3
2. Background Information - Region........................................................................................................................
5
Demographics........................................................................................................................................................
5
Challenges..............................................................................................................................................................
5
HealthcareResource Planning.............................................................................................................................
6
Local Patterns of Healthcare Use.........................................................................................................................
6
3. Existing Facilities....................................................................................................................................................
9
4. Current Utilization................................................................................................................................................10
Inpatient...............................................................................................................................................................10
General........................................................................................................................................................10
InpatientBed Units.....................................................................................................................................10
Diagnosticand Treatment...................................................................................................................................11
General........................................................................................................................................................11
Surgery.........................................................................................................................................................11
Endoscopy...................................................................................................................................................11
Emergency...................................................................................................................................................11
Imaging (Radiology, CT scan, MRI)......................................................................................................................11
Pharmacy.....................................................................................................................................................11
Lab...............................................................................................................................................................11
Support.................................................................................................................................................................12
Administration.............................................................................................................................................12
Support........................................................................................................................................................12
Outpatient............................................................................................................................................................13
General........................................................................................................................................................13
Kodiak Community Health Clinic (KCHC)...................................................................................................13
SpecialtyClinics...........................................................................................................................................13
Behavioral (Mental) Health Clinic...............................................................................................................14
5. The Process and the workshop...........................................................................................................................15
An Integrated Approach to Master Planning......................................................................................................15
MONDAY TOURS AND INTERVIEWS....................................................................................................................15
TUESDAY WORKSHOP DAY 1..............................................................................................................................15
WEDNESDAY WORKSHOP DAY 2........................................................................................................................20
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THURSDAYWORKSHOP DAY 3............................................................................................................................ 23
6. The Program.........................................................................................................................................................30
Inpatient............................................................................................................................................................... 30
Outpatient............................................................................................................................................................ 30
7. The concept plans................................................................................................................................................31
FirstFloor.............................................................................................................................................................31
SecondFloor........................................................................................................................................................32
ThirdFloor............................................................................................................................................................33
8. Conclusions..........................................................................................................................................................34
9. Appendix...............................................................................................................................................................36
ExistingHospital Plans........................................................................................................................................36
FirstFloor - West........................................................................................................................................36
FirstFloor - East.........................................................................................................................................37
SecondFloor................................................................................................................................................38
ThirdFloor....................................................................................................................................................39
ArchitecturalProgram..........................................................................................................................................40
Emergency................................................................................................................................................... 40
Surgery........................................................................................................................................................ 41
IntensiveCare..............................................................................................................................................42
Medical- Surgical.......................................................................................................................................43
Maternity...................................................................................................................................................... 44
Diagnosticand Treatment..........................................................................................................................45
Administration............................................................................................................................................. 46
Support........................................................................................................................................................ 47
KCHC............................................................................................................................................................ 48
SpecialtyClinics...........................................................................................................................................49
Therapies..................................................................................................................................................... 50
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2. Background Information - Region
Demographics
• The number of Americans 65 years and older is expected to more than double in the next 40 years.
The number of adults 85 and older will quadruple between 2000 and 2040. The latter is the group
most likely to rely on nursing home and personal care support.,-
• Kodiak Islanders are getting older - 10% older than other Alaskans with an average age of 40.2
• There has been an overall gradual decline in the Kodiak population year after year (about - 0.38) -
however, this may be shifting somewhat with the potential expansion of the Coast Guard base.
• The census reports that 14% of the Kodiak Island population are native peoples. However, there may
be limited participation in census activities, and since it is estimated that at least 2,000 live in six
relatively remote villages,3 it is believed that this population percentage may be underestimated.
• Kodiak Island appears to have a 1.4% higher birthrate than other Alaskans,4 which may be attributed
to the number of Coast Guard service families, who tend to be childbearing age.
Challenges
• Health care worker shortages are common in the US, with Kodiak having the additional issue of
attracting workers to an island. This results in the use of more expensive traveler health care workers
who may need to be provided short-term housing and transportation.
• More than 20% of adults and 16% of kids in the U.S. have a mental health disorder. The 2022
Kodiak Island Community Health Needs Assessment stated that behavioral health, including both
mental health and substance abuse, was Priority 1.
• While costs of living in terms of food and housing are high all over Alaska, the costs of for healthcare
in Kodiak are reportedly higher than the US and other locations in Alaska.5
$35K -Annual Health Care Cost Kodiak 0 Alaska 0 United States
$30K -
$25K
$20K-
$15K-
$10K-
$5K-
Single Adult Couple Family of Three Family of Four Family of Five 6
Urban Institute, the US population is aging, https://www.urban.org/policy-centers/cross-center-initiatives/program-retirement-
pol icy/projects/d ata-warehouse/what-future-holds/us-population-aging
2 US Census Reporter httos://censusreporter.org/profiles/16000US0240950-kodiak-ak/
3 National Indian Health Board httos://censusreporter.org/profiles/16000US0240950-kodiak-ak/
4 US Census Reporter httos://censusreporter.org/profiles/16000US0240950-kodiak-ak/
5 Evan Comen, etal. Cost of Living in Kodiak, Alaska, 24/7 Wall Street, https://247wallst.com/city/cost-of-living-in-kodiak-alaska
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• Kodiak Island is vulnerable to earthquake, tsunami and flooding hazards. During the 1964 magnitude
9.2 Alaska Earthquake, the island experienced massive tsunami waves and destruction. Kodiak Island
also experienced severe storms that caused heavy rainfall and widespread flooding across the
borough resulting in a presidential disaster declaration in December of 2009.6
• Adverse environmental factors have an impact on the economic health of the fishing industry in
Kodiak and on the culture of the Island.?
o "Alaska coastal communities stand at the confluence of multiple climate -driven stressors
and hazards. They face warming ocean and stream temperatures, ocean acidification, and
extreme weather. For instance, warming oceans have been associated with declines in
fish sizes, changes in fish stock distributions, declines in some species and increases in
others, and changes in coastal habitats."8
Healthcare Resource Planning
Kodiak faces the combined challenge of not knowing the exact nature of the Coast Guard's planned
population increase and the potential retirement of individual physician practices. Further, there is
economic uncertainty caused by the environmental challenges for the fishing industry, impacting the socio
economic determinants of health in a community already dealing with the high cost of living.
The aging population suggests the need for continued growth in nursing home services, as well as the
further development of home health services, including increased use of telemedicine and "hospital at
home" monitoring tools.
Other potential uncertainties are in the realm of continued COVID evolution and the growing issue of C.
auris fungal infection, antibiotic resistant bacteria, as well as other evolving diseases. Due to the tourist
and Coast Guard influx, the island is vulnerable.
Local Patterns of Healthcare Use
FQHC - There is a Federally Qualified Health Center on the PKIMC campus providing low income sliding fees
for family medicine, internal medicine and behavioral health support. Currently, this clinic has absorbed
the patient population from the closing of a nearby primary clinic. However, the potential increase in Coast
Guard families, depending on the volumes, may further stress this clinic. This clinic is exploring the
addition of a limited retail pharmacy. Strains in this facility are internal crowding and a significant HVAC
issue caused by overtaxing of the hospital chillers.
KANA - Kodiak Area Native Association provides primary care services for the native population, as well as
for Coast Guard families. Active duty members of the Coast Guard seek ambulatory care services, urgent
care and dental services on the base in the Rockmore-King Clinic. TRICARE Prime or Prime Remote
prescriptions can be filled at a network pharmacy.
CHAP - KANA's provision of ambulatory care to non -natives places them in competition with other primary
care service providers, although to date, there has been so much demand that this has not been a
problem. Kodiak's native villages are supported through a Community Health Aide Program (CHAP)
program, as well as by dental and behavioral health aides. Tribal members also have access to a nurse
advice line, and may call an emergency on-call provider.
MENTAL HEALTH - KANA delivers care in an integrated manner, blending medical and mental health
support, as well as supporting a mental health clinic.
Providence Kodiak Island Counseling Center is adjacent to the hospital and provides mental health and
substance abuse support. They have a lengthy wait list for services. The building has design challenges in
its lack of bathrooms in the drug testing area and limited basement access.
6 Department of Commerce, Community and Economic Development, Alaska Risk Map Program,
https://www.commerce.alaska.gov/web/dcra/PlanningLandManagemeni/RiskMAP/KodiakislandBoroughRiskMAPStudy.aspx#
Theresa Peterson, Alaska Marine Conservation Council, The Powerful Impacts of Climate Change on Fisheries, July 19, 2020,
https://www. akmarine.org/post/the-powerfu I-impacts-of-cl i mate -change -on -fisheries
8 NOAA Fisheries, Are Alaska fishing communities and fishermen prepared for climate change? Aug 25, 2023
https://www.fisheries. noaa.gov/feature-story/are-alaska-fish ing-communities-and-fi shermen-prepared-cl i mate -change
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PKIMC - Providence Kodiak Island Medical Center is a Critical Access Hospital (CAH) with 25 acute care
beds, including four birthing suites, and two intensive care beds.
• There is strain over the location within the facility and room design to adequately address the violent
behaviors of patients.
• The overall design of the hospital requires patients needing cesarian section to be transferred down to
the surgical suite via elevators, however, the staff appear reluctant to trust the dependability of these
elevators.
• Radiology services are compressed, resulting in access to the dexa room only available by walking
through the mammography room. New access to the MRI van is under construction.
• Visiting surgical specialists can be reluctant to perform surgeries due to the aging structure and the
option to perform cases in their own surgical centers. This leaves PKIMC to support two fully
functioning operating rooms, but with reduced demand for surgeries.
The hospital is staffed by a mix of primary care physicians, surgeons and specialists who provide family
practice, internal medicine, obstetrics, radiology and general practice. Further, the CAH supports dual
hospitalists, one for the native population and one for the other population of patients (primarily staffed by
ambulatory care physicians in the clinic). Services offered by PKIMC include:
• emergency care,
• surgery,
• laboratory services,
• maternity care,
• general medicine,
• physical, occupational and respiratory therapy,
• specialty clinics (e.g., ortho, dermatology,
• diagnostic imaging services
• pharmacy, and
• pain clinic
Providence has independently made specific improvements, such as the extensive redesign of the laundry
facilities, pharmacy, and modular MRI building. Future priority design improvements relate to earthquake
safety in the older section of the building.
Although there are specialty services available at the Providence Kodiak Island Medical Center (PKIMC) on
a full or rotating basis, access to more intensive treatment for cancer, neurology and dialysis is in
Anchorage. Further, natives often travel to Anchorage to the Alaska Native Medical Center to stay within
the Indian Health Service network.
ELDER CARE - Chiniak Bay Elder Center near the PKIMC campus, provides 22 long-term beds, arranged in a
duplex model with 11 bedrooms on each side with a shared common area. In 2019, they received a
Recognition of Quality Excellence Award from Mountain -Pacific Quality Health, the Medicare Quality
Innovation Network -Quality Improvement Organization for Alaska. This facility is generally fully occupied.
We were told that a duplicate facility will also eventually be needed to meet local demand. Challenges at
this location are HVAC for nursing, the current view of the cemetery, doors that blow open, siding and pipe
maintenance, and an icy road in winter.
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PKIMC RM
Kodiak Area Native A,,.
Elder Housing FQHC
Kodiak
Health
Kodiak Borough
L Resources
-• of Health Kodiak Public Health Center
Kodiak • • Recovery
Facility challenges faced by Kodiak include updating the older portion of the hospital to meet earthquake
code, improvement of HVAC and elevator dependability, developing increased ways of addressing mental
health issues (such as telemedicine, online programs and Al), the expansion of primary care capabilities,
and further addition of elder care facilities (with increasing focus on home care capabilities to limit the
need to rely on elder facilities).
Further, while urgent transportation is slowed by reliance on airplanes, there are challenges with the
location, weather and wind, as well as the maintenance and cost of a helicopter option.
When looking at planning from the lens of the determinants of health, Kodiak will benefit from affordable
housing, job growth, access to physical and social activities of all kinds, and access to affordable healthy
food choices.
MENTAL
SPIRITUAL ECONOMIC
PHYSICAL SOCIAL
ENVIRONMENTAL
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3. Existing Facilities
Original 1968 Building
The Original 1968 Building is a single -story 20,434sf facility which was constructed about 1-1/2 miles east
of downtown Kodiak. The Original 1968 Building is oriented along the site topography, about 30 -degrees
off true north. If the uphill side of the site is considered to be north, the building is roughly a 113'x 129'
square with a 65' wide leg extending 88' to the east. The building has a cruciform circulation pattern with
N -S and E -W hallways bisecting the space and originally had exterior entrances at all 4 ends of the hallway.
The original Main Entrance was at the south end of the N -S hall with the Emergency Entrance at the west
end of the E -W hall. The Original Building contains the Laundry and Mechanical spaces in the NW quadrant,
the Dining and Kitchen facilities in the SW quadrant, and offices in the majority of the rest of the space.
1978 Addition
The 1978 Addition is a 10,515sf L -shape which wraps around the south and west sides of the original
building. The 1978 Addition is a single story with an approximately 49' wide N -S leg and a 54' wide E -W leg
The Addition extends the main E -W hallway of the Original Building out to the exterior and creates a new
internal L-shaped hallway down the middle of the Addition space. There is an entrance to the Addition
located at the SW corner, allowing the Addition to be somewhat independent from the rest of the facility.
The Addition houses enlarged mechanical spaces adjacent to the Original Building mechanical spaces on
the north side and offices and patient rooms throughout the rest of the space arranged to either side of the
L-shaped hallway. The Addition was originally designed as the Intermediate Care Facility, then operated for
years as the Long -Term Care Facility and now is the Physical & Occupational Therapy department.
The 1968 and 1978 combine to make a large footprint, single -story West Wing, connected to the future
eastern additions to the building with a thin corridor and exterior entry.
1997 Addition
The 1997 Addition is a large 3 -story, 62,037sf facility constructed off the east end of the Original Building.
The Addition connects to the main E -W hallway of the Original Building with 30' wide Elevator Lobby, so that
the internal E -W hallway of the Addition is offset to the north from the Original E -W hall. Because of rising
site topography, the 1st floor of the Addition, which is at the same elevation as the Original Building and
1978 Addition, is below grade on the entire north side. The Addition is a rectangle approximately 191' E -W
x 103' N -S. The Addition has a E -W hallway running through the building with the Elevator Lobby and stairs
at the west side and a stair at the east end.
The 1997 Addition and subsequent renovations have oriented the Main Entrance on the far east end of the
2nd Floor. The Main Entrance has a small Lobby off a covered Porte Cochere. An Emergency Room and
associated spaces are located to the north of the Main Entry and have a separate exterior Ambulance
Entrance on the north side. The remainder of the 2nd Floor contains the Operating Room Suites,
Laboratory and Pharmacy spaces. The 3rd Floor, which has very high ceilings and dramatic clerestory
windows, contains the intensive care and skilled nursing patient rooms, along with obstetrics suite. The 1st
floor of this portion of the hospital feels somewhat like a basement, with windowless conference rooms,
some admin/records rooms, and a large unfinished storage area on the north side of the building.
KCHC Addition
Subsequent Additions to the campus include the 2007 single -story Kodiak Community Health Center
Addition on the south face of the 1st floor of the 1991 Addition. The KCHC is accessed by the public from
exterior doors off the Elevator Lobby. The KCHC effectively land -locks the entire 1st floor of the 1991
Addition, so there are no exterior windows on the majority of this floor.
Chiniak Bay Elder House
A long-term care facility—the Providence Chiniak Bay Elder House—was constructed on the upper north end
of the site in 2014. This stand-alone facility allowed long-term care to move out of the main hospital
facility. There is some additional land owned by KIB adjacent and to the east. Both this land and the Elder
House are accessed from a sloping drive which rises steeply behind and to the north of the main building.
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4. Current Utilization
Inpatient
General
The inpatient departments occupy the newer portions of the hospital, the 1997 building. The building
structure and finishes, per the building PKIMC Existing Condition Assessment (August 15, 2019), are in
relatively good condition. The building plan and the site severely limit any potential expansion. The building
is planned with a single circulation path, shared by both staff, deliveries, patients, and visitors. Separation
between staff and public corridors and transport is highly desirable for efficient workflows. Even separation
of elevators alone is challenging.
Inpatient Bed Units
The inpatient beds (birthing, ICU and med-surg) located on the third floor are sized properly and provide
sufficient space for the bed, caregiving, and visitors. The patient's bathrooms, however, do not meet
current accessibility codes. A simple expansion of these bathrooms is not possible since the patient rooms
can't be reduced. The reconfiguration necessary would require a complete reconfiguration of the floor and
the likely resulting loss of patient rooms. The bathrooms for two of the four LDRP's and both ICU rooms
appear to be sized appropriately.
The configuration of the patient rooms in relation to the nursing station prevents direct line of sight
between the two. Contemporary patient floor configurations aim to bring caregivers closer, both physically
and visually, to patients. The close caregiver -patient relationship results from the higher acuity of inpatients
since many procedures are currently performed as outpatient, with no hospital stay thereafter.
The number of rooms appears to be sufficient for the current load and for potential expansion. All units
are, on average, below 26% occupied, on average.
** 365 days
Bold numbers indicate highest annual
Average %
Acute Days
2020
Ave/
Day**
2021
Ave/
Day**
2022
Ave/
Day**
Inpatient
4
16%
2
23%
20
Med/Surg
1,131
3.10
1,328
3.64
1158
3.17
LDRP
245
0.67
1 258
0.71
270
0.74
ICU
91
0.25
1 117
0.32
75
0.21
ACUTE DAYS - Total
1,467
4.02
1 1,703
r 4.67
1 1,503
4.12
** 365 days
Bold numbers indicate highest annual
Average %
occupncy
Exist
Rooms per day
Rooms
26%
14
18%
4
16%
2
23%
20
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Diagnostic and Treatment
General
Overall, the D&T departments appear to meet current patient loads. The average room utilization in the
table below illustrates that the number of existing rooms is adequate. However, we analyzed each
department's functionality and elaborated below.
Ave Room
Max
Utilization/ Exist Events/
Day* Rooms Day Remarks
64% 2 4 Incl Pain Mgmt
13% 1 12
32% 5 8
53% 2 24
35% 1 18
21% 1 16
48% 1 24
* Max events per day/ Exist Rooms x Max Events/Day
Bold numbers indicate highest annual
Days_per_year 240 =5x48 weeks
Surge
The two operating rooms meet the current minimum FGI code of 400 s.f. for standard OR. They are
currently 422 and 506 square feet. These are minimum sizes and may not accommodate more complex
cases (requiring 600 s.f. min.). The sterile processing (130 s.f.) is severely undersized and should be closer
to 300 s.f. The flow of sterile equipment is less than efficient and would benefit from a lean workshop.
Endoscopy
The endoscopy procedure room cannot adequately handle the work process. It requires changes involving
the processing and storage of clean and dirty instrumentation that resulted in a different workflow. Its
support spaces appear to be lacking. The Endo Room currently used for processing the instruments
and storage, but Endoscopies take place in the OR.
Emergency
The ED has four treatment rooms, ranging from 70 to 155 s.f. Standard treatment rooms should be a
minimum of 120 s.f., and even larger to accommodate anyone accompanying the patient. A trauma room
should be 250 s.f., particularly considering the occasional need to stabilize a complex patient. The current
triage space is inadequate to accommodate the patient and nurse. It also lacks the visibility of the
reception/waiting by the nurse so that he/she can identify patients requiring immediate attention.
Imaging (Radiology, CT scan, MRI)
The number of imaging procedure rooms seems adequate to serve the current volumes. This suite could
benefit from additional prep and support areas.
Pharmacy
The pharmacy has recently gone through a remodel that accommodated, among other areas, proper
compounding of IV solutions. A desire for a retail pharmacy was expressed.
Lab
The lab is cramped in its current space and can't fit the necessary equipment within it. It currently occupies
1,200 net s.f. It should occupy 1,500-2,000 net s.f.
Events Ave/ Events Ave/ Events Ave/
2020 Day 2021 Day 2022 Day
Diagnostic &
Treatment
Surgery
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639
2.66
1235
5.15
1120
4.67
Endoscopy
239
1.00
383
1.60
350
1.46
Emergency
2,868
11.95
3,079
12.83
3563
14.85
Radiology
4,850
20.21
6,026
25.11
6106
25.44
CT Scan
1,505
6.27
1,295
5.40
1,487
6.20
MRI
598
2.49
795
3.31
769
3.20
Ultrasound
2,470
10.29
2,777
11.57
2,725
11.35
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Support
Administration
The administration is in the older portion of the hospital. As a result, it occupies spaces that are
inappropriate for their functions, particularly offices that sized are larger than necessary. These functions
can be located in a space that is approximately 25% smaller than it currently occupies.
Support
Just like the administrative spaces, the support functions are placed in the older part of the hospital, fit into
existing spaces. In addition, much storage is located on the first floor's unfinished portion of the newer
building. These functions could be accommodated in 65% of their current space allocation.
Department/Group
Exist
Net SF
Proposed
Net SF
Proposed
DGSF
Emergency
1,836
2,080
3,328
Surgical
3,880
4,125
6,188
ICU
523
730
1,095
Med Surg
6,640
6,280
9,734
Maternity
2,949
2,645
3,968
D&T
9,182
10,485
15,203
Administration
8,265
5,965
8,351
Support
14,444
9,283
12,996
Sub -Total
47,719
41,593
60,862
DGSF/BGSF
Multiplier
1.2
Total BGSF
73,035
DGSF: Departmental gross square feet
BGSF: Building gross square feet
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Outpatient
General
The general move of patient care from the inpatient to the outpatient treatment centers placed much of the
pressure on the clinics and therapy units. With that said, the volumes provided indicate low utilization rates
of the various spaces as shown in the table below. Individual spaces, however, vary greatly in their actual
sizes relative to their optimal size.
Visits Ave/
2020 Day
Visits
2021
Ave/ Visits Ave/
Day 2022 Day
KCHC
Clinic
Specialty Clinics
14,519 60.50
Hospital Outpatient
Specialty Clinics
2,579
10.75
3,825
15.94
2,860
11.92
Infusion
716
2.98
749
3.12
841
3.50
Physical Therapy
3,813
15.89
4,705
19.60
5,167
21.53
Occupational Therapy
2,278
9.49
2,727
11.36
2,746
11.44
Speech Therapy
942
3.93
1,347
5.61
1,414
5.89
Nurtritional Counseling
1 695 1
2.901
746
1 3.111
355
1.48
Sub -Total Hosp Outpatient Visits 61.41
* Max events per day/ Exist Rooms x Max Events/Day
Bold numbers indicate highest annual
Days_per_year 240 =5x48 weeks
Kodiak Community Health Clinic (KCHCI
Ave Room Max
Utilization Exist Visit/
/ Day* Rooms Day Remarks
28% 9 24
20% 4 20
36% 5 12
24% 4 12
Shared
Shared
4.72 13
The restricted sizing of rooms is particularly true for KCHC. As a result, the clinic feels cramped. This is
particularly true of and staff spaces. This clinic has a large staff, as noted below, thus calling for extensive
offices and workstations.
KCHC Staff Count
9 MA
7 Provider
4 Director
8 Manager
2 Nurse
20 Admin
ou iorai
Some exam rooms are slightly undersized at 100 s.f., we recommend a minimum of 110 s.f. The clinic plan
does not lend itself to an efficient workflow due to the limited staff space in proximity to the exam rooms.
Wayfinding for patients and families is confusing due to short corridors linked to long ones.
Soecialty Clinics
This group covers a wide range of services, from medical specialties (e.g., dermatology, cardiology, etc.) to
infusion and PT/OT. Due to their location, in the older part of the first floor, they occupy larger spaces than
necessary for their functions. For instance, the PT/OT treatment rooms are 134+ s.f. while such functions
are allocated 110 s.f. typically. The layouts do not lend themselves to efficient operation since they located
along double -loaded corridors without line of sights between staff stations and exam, treatment of gym
spaces.
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Behavioral (Mental) Health Clinic
The clinic is located across the street from the hospital. While the therapy spaces appear to be large
enough, the facility has a major acoustical privacy problem with voice transferred between rooms. This can
lead potential HIPAA violations. They currently use a sound masking system that is appropriate as a stop-
gap solution but requires a more substantial remedy with the reconstruction of the interior partitions.
They currently utilize a large conference room in the basement for group therapy sessions. The large
conference room in the basement is not accessible, thus not meeting the code. An elevator, or other
accessible solution, is necessary to provide for group therapy.
Kodiak Area Native Association (KANA)
The KANA facilities are located elsewhere in the community. We toured one of the clinics that is newer and
feels comfortable, both in size and design. We did not delve into the adequacy of their facilities relative to
their operations.
Sub -Total 14,175 15,485 21,679
DGSF/BGSF 1.2
Multiplier
Total BGSF 26,015
Department/Group
Exist Net
SF
Proposed
Net SF
Proposed
DGSF
KCHC
4,271
8,325
11,655
Specialty
3,832
3,075
4,305
PT/OT
6,072
4,085
5,719
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5. The Process and the workshop
An Integrated Approach to Master Planning
Our approach to this work blended three powerful business tools: master planning, production preparation
planning (3P) and scenario planning.
• Master Planning is a dynamic long-term planning document that provides a conceptual layout to guide
future growth and development.
• A 3P (Production Preparation Process) is an innovation event that represents rethinking a problem
from new perspectives. It often includes exploring the flow of people, providers, medication,
equipment and supplies in a variety of options to the current state and seeks the insights of the
people doing the work.
• Scenario Planning is a method for creating stories about the future based on existing trends and
uncertainties. This enables master planning to be as adaptable as is feasible over the decades of a
healthcare facility's useful life.
MONDAY TOURS AND INTERVIEWS
The week began on Monday with an extensive tour of various Kodiak healthcare facilities and interviews
with their leadership, as well as the various departments of the hospital.
• PKIMC: surgery, sterile processing, radiology, emergency, PT/OT, specialty, medical and obstetric
floors, administration, laundry, supply, loading dock, infrastructure areas, chillers, and storage areas
in the basement.
• KANA ambulatory care facility
• Chiniak Bay Elder House
• PKIMC Mental Health Clinic
• FQHC Ambulatory Care Clinic
• Tours also showed the location of Rockmore-King Clinic, Borough Center, and new Borough -owned
housing under construction.
The workshop days were designated Tuesday - Thursday as follows:
TUESDAY WORKSHOP DAY 1
KICK-OFF. Opening Comments by Borough leadership and PKIMC's leadership.
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DIRECTION NOT DESIGN. Our facilitators reminded people that the goal of this week is not a specific design
but an articulated direction to guide future planning.
RULES OF THE ROAD. The team determined Rules of the Road - technology on breaks, one conversation at
a time, and to focus less on their individual entities and prioritize the best interests of Kodiak Island
people. There was also a stated concern about the messaging, so members were asked to keep
information confidential to avoid rumors.
POSTER SESSION. We asked the team to rotate in small groups to answer a series of questions as follows.
These responses are listed verbatim. (Stars indicate more than one group found this input important.)
1. What are the key trends that will impact this site over the next 10-15 years?
• Staffing issues (FTEs over travelers) Providers/ RNs/ BH
• Technology (sizing, innovation, support) Al
• Behavioral Health Concerns
• Housing & Childcare Issues (No current plan)
• *Coast Guard & Provider Contracts
• *Aging population & acuity pf patients - ancillary services - limited living options
• Changing health needs - FHS, post pandemic comorbidities
• Infrastructure and changing regulations
• Organizational relationships based on management change
• *Cost of living
• Telehealth
• **Population levels
• Room for growth
• Job availability
• Automation/robotics (surgery)
• Healthcare is constantly evolving, updating methodologies, procedures, and instrumentation. Kodiak
also has a substantial transient population due to Coast Guard and our fisheries and canneries. The
current average of Kodiak is 38 years old, so as that population ages, so would our demand for certain
types of services
• Increasing Coast Guard presence will bring more families to the island requiring care. Increased
patient loads (both inpatient and outpatient) will require more parking.
• With the increasing population in Kodiak as a result of the Coast Guard adding personnel and their
families, we will have an increase in patient census. Our facility Is outgrowing the services we
currently provide.
• The dated infrastructure is currently causing operational issues. As the infrastructure continues to
age, we will see continued trends of it impacting our ability to serve patients.
2. What are the community's perceptions of their most critical needs?
• Behavioral Health
• Primary Care - same day
• Access to Emergency Department
• Specialty services: Cardiac, Urology, Endocrinology, Dermatology, Gynecology
• Access to more ALF (assisted living facility) options & cost - memory care, behavioral health
• Behavioral health concerns, substance all ages
• Chronic health issues
• Preventative care
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• Transportation (local transits)
• Food access
• Higher level/critical care must leave this island - need more care on island
• Long Term Care and Assisted Living Facilities on Island
• Affordability
• Lack of forethought - needs
3. What are the three most critical changes needed on site now?
• *Space - Growth - Adaptation
• Update utilities HVAC/ infrastructure
• Site access - parking - ADA
• LTC nursing station ventilation
• Fire Alarm - overhaul / modernization
• Windows - education area
• Asbestos 6878
• Long Term Care easement doors are leaking during increased rain
• Fall hazard by Physical Therapy
• Stabilize the daily operations of the Operating Room and other services
• Repair known failures of critical equipment
• Optimize use of current space (what are the needs)
• Flexible and agile use of space
• Emergency Department space / triage
• Flexibility to adapt to future needs
• Signage / Wayfinding
• Lighting at clinic entrance & parking space
• Update to infrastructure to keep our services operational
• Autoclaves need updating ASAP and any critical infrastructure that surrounds them.
• A safe alternative that allows us to care for patients experiencing behavioral health disturbances
while they wait for placement at the limited psych facilities in the state. This includes the safety and
well-being of the patient, staff, and the other patients on the floor.
• More parking spaces, or a larger lot. Parking on Rezanof is not a safe alternative for staff (I was
almost hit getting out of my car)
• Elevators that work. They are constantly broken, and if there is an OB emergency, we need to get to
the OR (on another floor) in minutes, and a delayed or broken elevator could impact the lives of the
mother and baby.
• New HVAC, update lab furniture and space
4. What community needs do we need to be most sensitive to?
• Physical access
• Obstetrics - need to keep service & delivery
• PCP access
• Medivac/Cardio/Cancer
• Financing
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• Functional needs access
• Financial burden (transportation)
• Substance Abuse Disorder
• Community relationships in healthcare (no silos)
• Elder and youth community members
• Childcare and cost of living
• Healthcare services, hours of operation and caregiver retention/turnover
• Social determinants of health - basic needs met before health - food, cost of housing, income
• Culture/ Culture Diversity
• Gynecology, Labor & Delivery
• Mental health
• Training & Awareness
• Specialist
• Our community needs are emergent and need urgent care available to them. This is a need. Other
elective services are extremely nice to have but we need to be able to take care of emergencies if the
patient is unable to be transferred due to the weather or flight availability.
• Increasing addiction - increasing Behavioral Health patents, Increasing Coast Guard families means
increased births.
5. The future economic viability of this site depends on what factors?
• Community growth
• Affordability of a lease agreement
• Availability/ Access to services
• Constructability
• A sound strategic plan
• Infrastructure
• Staff & workforce development
• Functionality (equipment & infrastructure) upgrade to the OR
• Cost of Care (local vs off island)
• Reimbursement
• Cost to patients - don't create medical towns by high cost)
• Grants
• Competing providers - HS
• Retention/ Recruitment
• Housing
• Knowledge work community
• Infrastructure updates
• Upkeep of an aging building, expansion based on need, ensuring the people of Kodiak ca get the best
possible care without having to travel to another city.
• The ability to keep up with the needs of the community while providing quality healthcare is key to
continued operations.
6. How can we support provider satisfaction?
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• Please consider all staff! (notjust providers)
• Scheduling and work/ life balance
• Ask the providers (we do not have a provider survey)
• Access to service lines / Specialists
• Patient flow and through put
• Ancillary services - testing times
• Scheduling shift times (no more 24/7 inpatients, 36 ER)
• Sufficient space for work and respite
• Adequate support staff coordination with other entities
• Adequate supply storage
• * Work/life balance - plays, concerts, playgroups, entertainment
• Adequate provider/staffing levels
• By being open to change while maintaining the integrity and mission of Providence and the Kodiak
community
• Providers bring patients to the OR. The OR can only function as good as the infrastructure that
surrounds and supports it. Updates to steam generators, autoclaves, airflow, etc. will keep out ORs
operational and in turn, allow the providers to continue booking elective surgeries. This makes them
satisfied. When providers know that they can count on a service such as radiology, surgery
respiratory therapy, pharmacy they will trust that they can provide safe patient care. When the
building is constantly in turmoil and reacting from the aftermath of simple generator run, this makes
the providers and caregivers uneasy about providing care, thus decreasing provider satisfaction.
• As it relates to the structure, don't need the building to be pretty, we just need the building to be
functionable.
• By being open to change while maintaining integrity and mission of Providence and the Kodiak
community.
7. How can we support better patient satisfaction?
• Modern upgrades
• ***Availability of appointments & services
• Consolidation of services (one area co -location)
• ADA accessibility/ bathrooms/ drop off space
• Wayfinding/ signage
• Lower cost for services - competitive prices
• Privacy
• * Keep adequate security
• Better collaboration from health care systems
•
Longterm commitment staff / less travelers
• * Staff retention
• Home care for all ages
• Keep services localized especially for elderly disabled
• Improved communication of pain service (new/old)
• Patient Safety, Concerns with Behavioral Health
• Home health (we have none)
• Community outreach
• 1 think patients just want to receive safe and timely care in a manner that is reasonably convenient.
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• We need to be informed by attending community council meetings, being transparent and listening to
suggestions by our patient population. We should not stagnate.
• Patients often do not see "behind the scenes" as we, the caregivers are so good at making sure
patients do not feel or see our flaws. I definitely believe that having increased services available to
patient satisfaction, but once again to do this, we have to have infrastructure that supports what we
are doing and the services we are providing.
DEMOGRAPHICS AND GROWTH. We reviewed demographics and growth data and discussed implications
of the data.
FACILITIES REPORT. We reviewed the campus condition, from older section to newer areas. The key
message was the earthquake vulnerability of the oldest segment of the hospital. A colored map of the area
was shared showing the distinct areas of the building and both the options and limitations of the site.
CRITERIA LIST. The team was asked to generate a list of criteria to use in evaluating the final planning
design generated this week. The team began with aspirational statements. We then asked them to
consider how those aspirations could be broken down into design features that one would be able to see in
a plan or building flow. The team then added a weight score to indicate the importance of that feature. The
final criteria list and importance weight was as follows:
I
Same kind of patient on the same floor
1
2
Convenient parking
1
3
Accessibility for patients and staff (ADA)
1
4
Separation of public and private (backstage) flow
1
6
Designed to meet future demand
4
6
Optimizes use of staff
4
7
Storage space adequacy
1
6
Back-up redundancy for critical functions
4
9
Staff safety and comfort
1
10
Critical Infrastructure redundancy (with spares)
5
11
Cost
1
12
Feasibility
1
REPORT OUT. From 4pm - 4:30 pm there was a report out to a broader group of leaders and providers
virtually.
WEDNESDAY WORKSHOP DAY 2
RIGHT -SIZED PIECES. On this day various healthcare providers were able to join the workshop's leadership
and work in small groups to outline various adjacency options using campus maps and correctly right -sized
"puzzle pieces" for the various services offered as well as "flow" diagrams. Right -sized pieces were set in
advance based not on current sized, but instead on the growth data provided by various leaders as well as
industry standards for the appropriate size of healthcare spaces.
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See a limited example of right -sized pieces below:
RIGHT ADJACENCY AND FUTURE FLOWS
• One team worked on existing campus mapping of healthcare flows of providers, patients and family
members. Optionally groups could add supply, equipment, and medication flows.
• Most teams worked on optimized future healthcare flows using various patient scenarios: arrival, drop
off, ED, transfer, family visiting, admit, discharge, campus parking and supply flow.
NMI
Ile
kP' `�
�' \a
I
A,
� v
-- -- Md..l fwiQAUlr
Example of flows placed over various campus maps:
CRITERIA. Each of the various campus adjacency and flow diagrams was subjected to an evaluation, based
on the criteria for a successful design set forth on the first day.
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THERAPY
PRIMARY
CARE
POD
PRIMARY
CARE
POD
LONG
TERM
LONG
TERM
MENTAL
HEALTH
POD KCHC
POD
CARE
CARE
ADMIN
UNIT
UNIT
POD
PRIMARY
CARE
POD
RIGHT ADJACENCY AND FUTURE FLOWS
• One team worked on existing campus mapping of healthcare flows of providers, patients and family
members. Optionally groups could add supply, equipment, and medication flows.
• Most teams worked on optimized future healthcare flows using various patient scenarios: arrival, drop
off, ED, transfer, family visiting, admit, discharge, campus parking and supply flow.
NMI
Ile
kP' `�
�' \a
I
A,
� v
-- -- Md..l fwiQAUlr
Example of flows placed over various campus maps:
CRITERIA. Each of the various campus adjacency and flow diagrams was subjected to an evaluation, based
on the criteria for a successful design set forth on the first day.
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Decision Criteria (guiding principles)
PLAN 1
PLAN 2
PUN 3
PLAN 4
Criteria and Weight Listing
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BEST OF SHOW. Once individual designs were evaluated, one team created a merged design of the best
features of all of the various ideas presented. It was also reiterated that this is not a final design, rather it
provides direction and insight for future planning. The criteria, adjacencies and the flows are the critical
information to bring forward into future planning.
DELIVERIES —,
1- LL___r!
y E%PANDED EXPANDED .
1 PHARMACY LAB
L PUBLIC --, e DIETARY
K
FIRST FLOOR
CAMPUS IMPROVEMENT CONCEPT Jensen Yorba Wall Architects
16DLRGROUP
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62
67
83
72
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SECOND FLOOR
CAMPUS IMPROVEMENT CONCEPT
uo HOSPITAL
ADMIN
a POD
e a=o
oa
THIRD FLOOR
AGENDA ITEM #2.a.
z........................:
SURGERY is IMAGING :QED �¢
EXPANSION EXPANSION :EXPANSIOy:'
..........................::.........................:...............:.
w
E
OFF CAMPUS
LONG LONG
TERM TERM
CARE CARE
UNIT UNIT
Jensen Yorba Wall Architects
LDLRGROUP
CAMPUS IMPROVEMENT CONCEPT Jensen Yorba Wall
LDLRGROUP
REPORT OUT. From 4pm - 4:30 pm there was a report out to a broader group of leaders and providers
virtually.
THURSDAY WORKSHOP DAY 3
SWOT. The team reviewed their Strengths, Weaknesses, Opportunities and Threats as follows, listed
verbatim:
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Strengths:
• Communication
• Genuine Care of Community & Others
• Active Physicians
• Kodiak Has a Hospital Facility
• Community -Oriented Residents
• Shared Goal for Providing Outstanding Patient Care
• Willingness to Help
• Community Feel
• Continuity of Care
• People Passionate about Healthcare and Kodiak
• Partnership / Collaboration
Weaknesses:
• Lack of Qualified or Trained Staff
• Housing - Cost of Living
• Vulnerable Due to Weather & Potential Earthquakes and Tsunamis
• Affordable Housing Availability
• Workforce Development
• Low Number of Skilled Workforce in Healthcare
• Limited Pipeline for HS Students to Learn Healthcare
• Food Insecurity and Cost of Living vs. Income
• Poor Community Resources for Home Care
• Cost of Living
Opportunities:
• Advancements in Technology Such as Al
• More Work Together
• Improve Communication Among Care Providers
• Share Future Strategic Vision
• Education Pipelines
• Specialty Care
• Collaboration/Innovation
• Restructuring for Better Function
• Increased HS Programs for Entry Level Medical Careers
• Housing & Workforce Development
Threats
• Lack of Travel Off Island
• Food Insecurity When Barges Do Not Visit
• Increasing Cost with No End in Sight
• Aging Building and Infrastructure Especially with Weather Threats
• Earthquake, Tsunami, 69-75 Expansion Failures - Disaster Preparedness
• Infrastructure Breakdowns
• Compete for Staff / Shared Staff Pool
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• Agency Staffing Cost
SCENARIO PLANNING. Scenario Planning is a robust business tool that takes into account future trends
and uncertainties, so that planning does not confine itself to a single future expectation.
The team defines both trends (more predictable) and uncertainties as follows. The objective is to select
future uncertainties with high impact and create alternative future stories in which the organization deals
with these impacts. The team then defines what indicators would indicate that such future stories appear
to be unfolding (pivot points). People often ask why scenario planning focuses on uncertainties rather than
trends. It is primarily because business foresees and is likely already planning for future trends. It is the
uncertainties that derail organizations.
High Predictability
TRENDS
Difficulty finding qualified staff
Hosp ital Housing Shortage
at Home USCG Population Increase
Travel & Transportation Issues
Food Supply Shortages
Wage & Cost of Living Increases
Low
High
Impact
DRG vs FishingImpact
p
H Industry
reimburse UNCERTAINTIES Decline
ment
War & Global Conflict
Population Healt care Earthquake &Tsunami
Decline Com tition
Low Birth Rate on IsIz nd
USCG Out of Kodiak
Providers Leaving Kodiak
Low Predictability
STORIES. Once you have defined key uncertainties, the team is then asked to create stories based on
those uncertainties. For example, USCG boom or bust in terms of population is not something that the
military shares, yet it will have a major impact on the island. Another uncertainty is the continued ability to
find affordable methods to attract and keep providers and healthcare staff on the island. Further,
government healthcare reimbursement is continually changing in amount, methodology and requirements
for outcomes.
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E�AMPI� 5osrnrd
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The team generated the above uncertainty grid related to healthcare planning. This scenario addressed
whether the USCG population booms or leaves, with a cross uncertainty relating to healthcare
reimbursement.
• Scenario A shows no increase or a reduction in USCG population and maintained reimbursement
rates. The impact is status quo with a greater focus on elder care over dramatic expanding of
ambulatory care.
• Scenario B is current reimbursement sustained, the USCG population increased, and therefore future
building is indicated to meet demand. Building focus is on ambulatory care as well as elder care, with
existing OB resources able to meet demand.
• Scenario C is no increase or a decline in USCG population with a reduction of reimbursement. This
scenario is named "hospital for rent' as the viability to maintain the extensive resources in a hospital
may become a significant challenge for tenants.
• Scenario D is USCG population increasing but reimbursement declining. This scenario is called "nose
above water" and the challenges extend to the ability to sustain healthcare services, and the ability to
hire and retain enough healthcare workers to meet demand. Efficient and shared use of current
building resources may be indicated.
Pivot points to watch for in this scenario relate to government changes to Medicare rates and methods of
reimbursement (Community Access Hospitals are currently able to obtain cost -based reimbursement, but
change is under consideration.)
The other pivot point relates to changes in USCG population, which may be indicated by USCG building of
homes on the island or public announcements.
The team also generated the following uncertainty story matrix based on food insecurity and natural
disaster. While their scenarios did not directly relate to healthcare design, the team had a strong need to
put forward a story about emergency preparedness.
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�CO�
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REALITY CHECK, NEXT STEP PROCESS AND MILESTONE POINTS
At each milestone, a building project may need to pivot. For example, the securing of funding (or not), may
change the size, scope or even the existence of a project.
It is one thing to design a building, and other to determine if the site and local planning will permit the
design. Further, the number of phases a building must go through may dramatically increase the cost of a
project. Thus, site feasibility, design, infrastructure needs, and phasing, all add to project costs and may
stall or stop a project. In the case of Kodiak, community support is also a significant factor.
We outlined the various stages of master planning for the campus below with diamonds indicating those
milestone pivot points that have the greatest impact on the project progress.
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PROCESS
Milestone Action Milestone Action Milestone Milestone Action
L—i IVF 1W
Concept Ongoing Assembly Develop Decision to Feasibility Feasibility
Report Triage Support Scenarios Proceed Study Findings
Repairs Funding
Action Action Milestone Action
Phasing Define Secure Campus
Decisions Building Funding Improvement
COMMUNICATION PLAN
In an event such as this it is critical for people not to misinterpret the design as an actual project. Rather,
the design is intended to guide and inform future planning so that the needs, values, criteria, flows of
people and materials, as well as planned growth, support decision-making.
At the same time, if there is no communication about what has occurred, rumors proliferate. And rumors,
once established, are difficult to undo. (Continued influence effect.)
Therefore, the team spent some time developing a brief summary of the week and determined who and
when to inform people about the workshop. The summary statement is as follows:
What Happened...
A workshop was held with the Kodiak Island Borough and leaders in the healthcare community to
discuss and evaluate Kodiak's current healthcare campus. Structural limitations, capacity, programs,
and future community needs were considered. A broad stroke improvement concept was generated to
support additional conversations and planning.
Seismic Considerations...
The original portion of the hospital was built in 1968, just after the Good Friday Earthquake, so
seismic concerns were at the forefront during design and construction. However, in the subsequent
55 years, advances in design and codes will require significant and disruptive structural upgrades to
the single -story portions of the building during any large improvement project.
Also, with the help of Laura, we generated a draft press release for your review:
The Kodiak Island Borough along with the DLR Group and Kodiak's healthcare leaders, including
Providence Kodiak Island Medical Center, Kodiak Community Health Clinic and Kodiak Area Native
Association took part in a four-day healthcare facility workshop to discuss Kodiak's current healthcare
campus. During the workshop, facilitated byJENSEN YORBA WALL, INC., participants reviewed the
current facilities structural limitations, capacity, programs, seismic considerations, and Kodiak's
future community needs. As a result, the workshop generated an improvement concept to support
future conversations and planning.
The DLR Group and JENSEN YORBA WALL, INC. will provide an official report to the committee later this fall.
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REPORT OUT. From 4pm - 4:30 pm there was a report out to a broader group of leaders and providers
virtually.
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Exist
Net SF
Page 30
Proposed
DGSF
Emergency
6. The Program
2,080
3,328
The program was developed using current industry standard square footage allocations combined with
adjustments for the specific operations at PKIMC,
such as staff size, etc. The program identifies optimal
space sizes to assure that
there is sufficient space for the operations while not over -building. Room sizes
were standardized whenever possible: exam rooms and offices are equally sized at 110 s.f., allowing long-
term adaptability of one
room into the other to accommodate
changing needs.
Please refer to the Appendix
for a full, detailed program, by department.
Inpatient
Maternity
2,949
The program shows a slight
reduction in the program space. It is mostly a result of the administration and
support functions being
in the old portion of the building, without remodels to right -size them.
10,485
15,203
Administration
8,265
5,965
8,351
Support
14,444
9,283
12,996
Sub -Total
47,719 41,493
60,712
DGSF/BGSF Multiplier
1.2
Total BGSF
72,855
Outpatient
The outpatient departments are slightly undersized. KCHC is undersized as we noted before while Specialty
Clinics and PT/OT are oversized due to their unimproved location in the older portion of the facility.
Sub -Total
14,175 15,485
21,679
DGSF/BGSF Multiplier
1.2
Total BGSF
26,015
Department/Group
Exist
Net SF
Proposed
Net SF
Proposed
DGSF
Emergency
1,836
2,080
3,328
Surgical
3,880
4,025
6,038
ICU
523
730
1,095
Med Surg
6,640
6,280
9,734
Maternity
2,949
2,645
3,968
D&T
9,182
10,485
15,203
Administration
8,265
5,965
8,351
Support
14,444
9,283
12,996
Department/Group
Exist
Net SF
Proposed
Net SF
Proposed
DGSF
KCHC
4,271
8,325
11,655
Specialty
3,832
3,075
4,305
PT/OT
6,072
4,085
5,719
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7. The concept plans
The final conceptual plans responded to the priorities established by the workshop participants: Minimize
walking distances for patients; Easy access to parking; Accessibility into and within the building; Separation
of public and staff flows; Designed to meet future demands; Cost and feasibility. The concept plan also
responded to the ability to provide new and improved facilities with minimum phases. This would reduce
costs and bring the new facilities online faster.
The principal idea is to demolish the older, west side of the building, that is the most compromised in
utilization and seismic safety. The proximity of this building to the remaining ones allows for direct links
between them, reducing walking distances and simplify flows. The hospital team felt that temporary move
of the elements housed in this building is feasible.
The revised plans allow for clear and easy access to various areas. Clinic access from the west, deliveries
from the northwest, visitor from the south and emergency and D&T access from the east.
The plan did not delve into specific costs, although that was a constant in the deliberations. The proposed
solution limits the footprint, the site and the phasing to minimize the cost impact. Other sites were
discussed but their cost and accessibility eliminated those options.
First Floor
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The new portion of the floor is dedicated to primary care clinics. The existing building is reconfigured to
address full support functions in the north end. Pharmacy and Lab and relocated from the second floor and
expanded. Dietary is relocated to the current KCHC space.
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Second Floor
SECOND FLOOR
AGENDA ITEM #2.a.
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CAMPUS IMPROVEMENT CONCEPT Jensen YorbaWall Architects
LDLRGROUP
The second floor of the new building is dedicated to specialty clinics and therapies, both physical and
mental. The vacant portion of the existing building allows for expansion for the surgery, imaging and
emergency departments.
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Third Floor
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AGENDA ITEM #2.a.
CAMPUS IMPROVEMENT CONCEPT Jensen Yorba Wall Architects
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This floor is dedicated to the administration of both the hospital and KCHC.
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8. Conclusions
WORKSHOP CONCLUSION
The facilities on this campus are essential to the wellbeing of this community. The camaraderie and the
sense of common purpose by all the participants pervaded the weeklong workshop. All participants were
aware of the healthcare needs of the community, the possibility of sites and facilities as well as the
limitations, particularly costs.
The process, as detailed above, addressed the healthcare needs of the community, both current and
future. It also identified and prioritized the needs.
The need to replace the west 1968 building was paramount on the minds of the participants. It is located at
a central location on the campus with links to parking and other buildings. It is an underutilized facility due
to its layout, its single story, and its age. It is an obvious building to be replaced when considering its poor
seismic resistance. The costs and schedule factors further justified this approach once it was determined
that that building could be temporarily vacated.
The new building takes advantage of the sloping site by using retaining walls to align floors with parking
and easy access. The three floors, primary care on level one, specialty and therapies on level two and
administration on the top align with their respective need for public access: direct access from the parking
to primary care and via elevator to the administrative floor. The floors were also aligned to allow easy
movement between the clinics and the D&T functions within the existing building.
This is a concept study that provided a strong solution to the healthcare facility needs of this community. Its
natural extension is to continue with further exploration: sources of funding, detailed architectural
programming, alternative designs and related costs/budgets.
CONCLUDING SUMMARY
COMMUNITY SUMMARY. In the recent past, Kodiak has seen an overall gradual decline in population with
the average age generally increasing. Future populations are uncertain with both the possibility of
significant increases with the expansion of the Coast Guard base, but also the potential for decreases with
downturns in the fisheries industry. However, the community is robust and, given the remote location, on -
island health care is, and will continue to be, necessary.
As the community's only Critical Access Hospital, the PKIMC facility should be maintained and
renovated/modified as required to meet evolving health needs. The adjacent KCHC, as one of the
community's few clinics and one of the largest with an increasing patient load, also performs a very
important health care role and should be supported with additional and renovated space if possible.
BUILDING/ DEPARTMENT NEEDS SUMMARY. Inpatient departments on the 2nd and 3rd floors of the
newer 1997 Addition are generally in good condition and mostly of adequate size. Some of the
departments—such as Emergency, Surgical, and Diagnostic & Treatment—could use some additional space
and many of the other spaces either currently need renovations or will in the foreseeable future. However,
the lack of empty shell space adjacent to the inpatient departments will make incremental renovations and
expansions very challenging.
PKIMC Administration and Support spaces on the 1st floor of the newer 1997 wing are generally in
acceptable condition and are oversized compared to program needs. The very large storage areas on the
north side of the 1st floor in particular could be downsized or relocated. The adjacent KCHC Addition on the
south side of this floor is undersized for the current patient loads and relies on off-site locations to house
some admin and other staff.
The older single -story West Wing houses Administration and Support, as well as the outpatient Specialty
Clinics and PT/OT Departments. In general, most of the departments in this wing could be somewhat
reduced in size if relocated to more efficient space in a new or renovated facility. The majority of systems
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and architectural components in this wing are in poor condition with the structural deficiencies particularly
difficult to remedy.
ARCHITECTURAL PROGRAM SUMMARY. As detailed in Section 6, an architectural space program based on
industry standards and best -practices for current PKIMC / KCHC patient loads indicates a renovated /
reconstructed facility would have roughly the same square footage as the existing building. However, the
division of the spaces within would change:
• InPatient: Increase slightly (+5%), not including needed shell space to allow for continuing
operations during renovations.
• Outpatient - PKIMC: Decrease (-25%) if new space can be configured efficiently.
• Outpatient - KCHC: Increase significantly (+95%) if current patient loads and practices remain
constant.
• Admin & Support: Decrease (-35%) if new space can be configured efficiently.
RENOVATION / RECONSTRUCTION PRIORITIES SUMMARY.
• Demolish the older West Wing of the building.
• Configure the new spaces to minimize walking distances and simplify flows.
• Create separate public and staff flows, particularly around the main entrance and lobby areas.
• Develop easy access to parking and provide accessibility into and within the building from at -grade
entries.
• Design to meet future demands.
• Consider cost and feasibility. Minimize construction phases to reduce costs and bring the new
facilities online faster.
NEXT STEPS.
• Discussion / acceptance of the findings and general priorities developed in this Master Plan Report
by the relevant governing bodies at PKIMC and KIB.
• Establishment of budget targets for the renovation/replacement project(s), either concurrently with
the conceptual designs or prior.
• Develop initial conceptual designs and cost estimates for renovation/replacement project(s)
(currently funded as part of Master Plan project).
• Acceptance of an initial conceptual design and budget by the public and stakeholders.
• Raise / identify funds for project development and construction.
• Select design team and proceed into design and construction.
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9. Appendix
Existing Hospital Plans
First Floor - West
This is the single -story portion of the First Floor. It is the older portion of the hospital. It is occupied
by the
Administration (light pink, on the northeast side), the Specialty Clinics
(light green on the southeast),
the
OT/PT (green, on the southwest side), and the support services (various
colors, in the remainder).
Note that
spaces are particularly large (former patient rooms) in the PT/OT.
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First Floor - East
This floor is dominated by large (grey) spaces to the north serving support functions and some are identified
as "unfinished storage". These spaces have limited use as ongoing work or treatment spaces since they
have no daylight due to the excavated portion of the site on the north side. The KCHC, to the south,
illustrates how crowded these spaces are.
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Discussion Regarding The Healthcare Space Study And Analysis - PKIMC/KCH...
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Second Floor
This floor is dominated by the D&T departments. Accordingly,
it has multiple access points: emergency
(ambulance and public) to the west, public access to the
south and stairs and elevators to the inpatient
units above and to the clinics below.
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Third Floor
All inpatient units are located on this floor. The configuration of the floor plan, with outward projection
of
dormer -shaped portions, lends the building its unique design. These projections also
limit the ability to
adapt this floor to changing modus operandi. The
long, narrow corridors also limit
the ability for close
caregiver -patient observation.
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Architectural Program
Emergency
Name
No of
Occup
SF/
Occup
Program
Net Area
No of
Spaces
Sub-
Total
Net Area
Program
Gross Area
Comments
TREATMENT
120
2
240
TREATMENT - SECLUSION 120 1
120
MAJOR TRAMA 250 1
250
TRIAGE 120 1
120
LINEN ALCOVE 20 1
20
CLEAN UTILITY 80 1
80
SOILED UTILITY 60 1
60
MED ROOM 60 1
60
OFFICE - MANAGER 1 110 110 1
110
DICTATION ALCOVE 40 1
40
NURSE STATION 1 40 1 40 1
40
SECURITY/INFO 1 40 40 1
40
RECEPTION 1 80 80 1
80
WORKROOM 80 1
80
PATIENT OF SIZE TOILET 70 1
70
WAITING 120 1
120
PUBLIC TOILET 55 1
55
WHEELCHAIR ALCOVE 20 1
20
REFRESHMENT CENTER 20 1
20
AMB/POLICE ROOM 110 1
110
CRASH CART 15 1
15
EMS COMM ALCOVE 40 1
40
DECONTAM SHOWER 100 1 1
100
STRETCHER ALCOVE 30 1
30
EVS 40 1
40
SHARED
STAFF LOUNGE/LOCKERS 120 1
120
Total Net 2,080 3,328 1.6
Existing Total Net 1,836 Multiplier
Range 3,300 3,900 DGSF
Volume 3600 visits
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Sur e
- Draft Report
Name
No of SF/
Program
No of
Sub-
Program Comments
Occup Occup
Net Area
Spaces
Total
Gross
Net Area
Area
AN EST WORKROOM
200
1
200
CLEAN WORK
100
1
100
CRASH CART ALCOVE
15
2
30
DRESS -PATIENT
60
1
60
ENDOSCOPY
180
1
180
EQUIPMENT HOLDING
200
1
200
EVS
40
1
40
LINEN CLOSET
20
2
40
LOUNGE/ CONFERENCE
180
1
180
MAJOR OPERATING ROOM
600
1
600
MINOR OPERATING ROOM
300
1
300
PRE-OP/RECOVERY
80
4
320
STERILE PROCESSING
400
1
400
SCRUB
20
2
40
SOILED WORK ROOM
80
1
80
STAFF LOCKERS -MEN
120
1
120
STAFF LOCKERS -WOMEN
120
1
120
STERILE STORAGE
150
1
150
CLEAN CORE
300
1
300
SURGERY CONTROL
110
1
110
DOCUMENT/PACS VIEW
110
1
110
TOILET/SHOWER-STAFF
70
2
140
TOILET -PATIENT
Total Net
4,025
6,038 1.5
Existing Total Net
3,880
Range
2,500
3,400 DGSF
Volume
800
Surgeries
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55 1 55
ENDOSCOPE PROCESS 150 1 150
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Intensive Care
Draft Report
SF/
Occup
Program
Net Area
No of Sub-
Space Total
s Net Area
Program
Gross
Area
Comments
ICU PATIENT
280
2
560
ICU PATIENT TOILET 55 2 110
DICTATION ALCOVE 20 1 20
EVS 40 1 40
SHARED W/MED-BURG
NURSE STATION
STAFF LOUNGE/LOCKERS -
CLEAN LINEN
CLEAN UTILITY
SOILED UTILITY
MED ROOM
Total Net
730
1,095 1.5
Existing Total
Net
523
Multiplier
Range
2,500
3,400 DGSF
Volume
100
Patient Days
Name
No of
Occup
SF/
Occup
Program
Net Area
No of Sub-
Space Total
s Net Area
Program
Gross
Area
Comments
ICU PATIENT
280
2
560
ICU PATIENT TOILET 55 2 110
DICTATION ALCOVE 20 1 20
EVS 40 1 40
SHARED W/MED-BURG
NURSE STATION
STAFF LOUNGE/LOCKERS -
CLEAN LINEN
CLEAN UTILITY
SOILED UTILITY
MED ROOM
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Medical - Surgical
Draft Report
Name
No of
SF/ Program
No of
Sub-
Program Comments
Occup
Occup Net Area
Spaces
Total
Gross
Net Area
Area
PATIENT
250
12
3,000
PATIENT TOILET/SHOWER
70
12
840
All PATIENT
250
1
250
All TOILET/SHOWER
70
1
70
PATIENT OF SIZE
280
1
280
POS TOILET/SHOWER
75
1
75
OFFICE MANAGER
110
1
110
NOURISHMENT
40
1
40
FOOD CART ALCOVE
30
1
30
TRANSIENT OFFICE
110
1
110
STAFF TOILET
55
1
55
DICTATION ALCOVE
20
2
40
WHEELCHAIR/STRETCHER
30
1
30
EVS
40
1
40
EPIC IT
60
1
60
EPIC LAB
110
1
110
SHARED
-
NURSE STATION
Total Net
6,280
9,734 1.55
Existing Total
Net
6,640
Multiplier
Range
8,060
12,160 DGSF
Volume
1,200
Patient Days
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3 30 90 2 180
STAFF LOUNGE/LOCKERS 180 1 180
FAMILY LOUNGE 200 1 200
LINEN ALCOVE 20 1 20
CLEAN UTILITY 100 1 100
SOILED UTILITY 80 1 80
EQUIP STORAGE 120 1 120
MED ROOM 80 1 80
CONF ROOM 180 1 180
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Page 44
Matern ity
Draft Report
Name
No of
SF/
Program
No of
Sub-
Program Comments
Occup
Occup
Net Area
Spaces
Total
Gross
Net Area
Area
LDRP
325
4
1,300
PATIENT TOILET/TUB
70
4
280
EVS 40 1 40
NURSERY
40
4
160
1
160
TRIAG E/OBS ERV/TREATEM ENT
120
1
120
DICTATION ALCOVE
20
1
20
NURSE STATION
2
30
60
1
60
OFFICE
110
1
110
STAFF LOUNGE/LOCKERS
120
1
120
STAFF TOILET
55
1
55
LINEN ALCOVE
20
1
20
CLEAN UTILITY
80
1
80
SOILED UTILITY
60
1
60
MED ROOM
60
1
60
EQU I P STORAGE
Total Net
2,645
3,968 1.5
Existing Total Net
2,949
Multiplier
Range
1,600
2,000
DGSF
Volume
120
Births
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80 1 80
EVS 40 1 40
NOURISHMENT/FORMULA 80 1 80
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DiaP-nostic and Treatment
Draft Report
Name No of SF/ Program No of Net Area Sub -Total
Occup Occup Net Area Spaces Net Area
Program
Gross
Area
Comments
DIETARY
COOLER 140 1 140
DIETARY MANAGER 1 110 110 1 110
OFFICE 2 55 110 1 110
DINING 50 18 900 1 900
SERVING 50 5 250 1 250
DISHWASHER 310 1 310
FREEZER 140 1 140
KITCHEN 700 1 700
STAFF TOIL 55 1 55
STAFF LOUNGE 120 1 120
DRV STORAGE 150 1 150 1 150
RECEIVING 60 1 60
EVS 40 1 40
NON FOOD STORAGE 100 1 100
3,185
Sub -Total Dietary
IMAGING -
LINEN ALCOVE 20 1 20
CT CONTROL 120 J. 120
CT SCAN 450 J. 450
READING ROOM 110 1 110
MRI 460 1 460
MRI CONTROL 120 1 120
MRI EQUIPMENT 80 1 80
DRESSING/TOILET 70 2 140
FLUOROSCOPY 400 2 800
MAMMOGRAPHY 220 1 220
OFFICE -MANAGER 1 55 55 1 55
RAD WAITING 110 1 110
OFFICE -RADIOLOGISTS 110 1 110
STAFF LOCKERS 80 1 80
ULTRASOUND 130 3 390
TOILET -ULTRASOUND 55 2 110
EV8 40 1 40
CLEAN UTILITY 80 1 80
SOILED UTILITY 60 1 60
MED ROOM 60 1 60
WORKSTATION 2 55 110 1 110
3,725
LAB
BLOOD DRAW 80 1 80
BLOOD PROCESSING 115 1 115
DIRECTORS OFFICE 115 1 115
LABORATORY 740 1 740
SPECIMEN TOILET 55 1 55
MICRO 200 1 200
STAFF LOUNGE 150 1 150
WAITING 80 1 80
1,535
PHARMACY
ANTE 80 1 80
HD ROOM 100 1 100
OFFICE 80 2 160
PHARMACY 750 1 750
STAFF PICKUP WINDOW 40 1 40
RECEIVING/BREAKDOWN 90 1 90
STERILE COMPOUNDING 120 1 120
STAFF TOILET 55 1 55
STAFF LOUNGE 160 1 160
1,555
INFUSION/CHEMO
INFUSION 120 1 120
OUTPY. INF. CHEMO SLEEP 230 1 230
STAFF WORK 70 1 70
RESTROOM/SHOWER 65 1 65
485
Total Net 10,485
Existing Total Net 9,182
15,203
1.45
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Administration
Draft Report
SF/
Occup
Program
Net Area
No of
Spaces
Sub-
Total
Net Area
Program
Gross
Area
Comments
ADMITTING
2
55
110
1
110
BIO MED OFFICE 2 55 110 1 110
BUSINESS OFFICE 10 35 350 1 350
CARES MANAGER 1 110 110 1 110
CONFERENCE: MED 20 15 300 1 300
CONFERENCE: LARGE 40 15 600 1 600
OFFICE 110 7 770
HR REP/PAYROLL 2 55 110 1 110
IC/EE HEALTH 2 55 110 1 110
LOCKERS -MEN'S 120 1 120
LOCKERS -WOMEN'S 120 1 120
MED STAFF OFF. 3 55 165 1 165
MEDICAL FILES 300 1 300
MEDICAL RECORDS OFFICE 110 1 110
MULTI USE ROOM 40 15 600 1 600
OFFICE -EXECUTIVE 180 3 540
PATIENT ACCT 3 55 165 1 165
Q.I./ADMIN. ASS. 35 1 35
QUALITY INPROV. 110 1 110
RECEPTION 156 1 156
RECEPTION P.B.X. 124 1 124
RESTROOM 55 4 220
STORAGE 100 1 100
TRANSCRIPTION 4 40 160 1 160
WORK ROOM 70 1 70
WAITING 10 15 150 2 300
Total Net
5,965
8,351 1.4
Existing Total Net
8,265
Name
No of
Occup
SF/
Occup
Program
Net Area
No of
Spaces
Sub-
Total
Net Area
Program
Gross
Area
Comments
ADMITTING
2
55
110
1
110
BIO MED OFFICE 2 55 110 1 110
BUSINESS OFFICE 10 35 350 1 350
CARES MANAGER 1 110 110 1 110
CONFERENCE: MED 20 15 300 1 300
CONFERENCE: LARGE 40 15 600 1 600
OFFICE 110 7 770
HR REP/PAYROLL 2 55 110 1 110
IC/EE HEALTH 2 55 110 1 110
LOCKERS -MEN'S 120 1 120
LOCKERS -WOMEN'S 120 1 120
MED STAFF OFF. 3 55 165 1 165
MEDICAL FILES 300 1 300
MEDICAL RECORDS OFFICE 110 1 110
MULTI USE ROOM 40 15 600 1 600
OFFICE -EXECUTIVE 180 3 540
PATIENT ACCT 3 55 165 1 165
Q.I./ADMIN. ASS. 35 1 35
QUALITY INPROV. 110 1 110
RECEPTION 156 1 156
RECEPTION P.B.X. 124 1 124
RESTROOM 55 4 220
STORAGE 100 1 100
TRANSCRIPTION 4 40 160 1 160
WORK ROOM 70 1 70
WAITING 10 15 150 2 300
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SUDDOrt
Name No of SF/ No of Net Sub-
Occup Occup Program Spaces Area Total Net
Net Area Area
Program
Gross
Area
Comments
FACILITIES
LOCKERS 150 1 150
OFFICE -MANAGER 110 1 110
OXYGEN STORAGE 1 434
PARTS STOR. 1 227
Current SF
RESTROOM 55 1 55
STORAGE 1 1,311
Current SF
EQUIP STORAGE 200 1 200
SHOP 200 1 200
2,687
PHYSICIAN SLEEPING
BEDROOM 90 2 180
CLO 40 2 80
KITCHEN 100 1 100
LINEN 20 1 20
LIVING ROOM 160 1 160
TOIL/SHOWER 70 1 70
610
BUILDING SERVICES
CHAPLIN 150 1 150
FAMILY CONFERENCE 200 1 200
FAMILY WAITING 15 15 225 1 225
INFO SERVICES 579
Current SF
JANITOR 40 3 120
MEN 55 3 165
NURSE MANAGER 110 1 110
PRAYER ROOM 350 1 350
RED BAG RM. 114
Current SF
RESTROOM 55 2 110
STORAGE 150 1 150
WAITING 30 15 450 1 450
WOMEN 55 3 165
2,888
LAUNDRY
LAUNDRY SOILED LINEN 224
Current SF
LAUNDRY WASHING 361
Current SF
LAUNDRY CLEAN LINEN 640
Current SF
1,225
RESP THERAPY
RESPIRATORY THERAPY 388
RESTROOM 46
434
MAILROOM 150 1 150
MATERIALS FILE ROOM 303
Current SF
MATERIALS MGR. OFF. 115 1 115
MATERIALS 871
Current SF
1,439
Total Net 9,283 12,996 1.4
Existing Total Net 14,444
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Page 48
KCHC
- Draft Report
Name
No of
SF/
Program
No of
Sub-
Program Comments
Occup
Occup
Net Area
Spaces
Total
Gross
Net Area
Area
EXAM
110
17
1,870
providers active perday
1 MA per provider
+/_ 2.5 exam rooms/provider
EXAM -All
ADMIN OFFICE 4 55 220 5 1,100
140
1
140
Airborne Infectious Isolation
PROCEDURE
2
20
140
1
140
MA STATION
3
35
105
3
315
CLEAN UTILITY 1 80 80 2 160
OFFICE -PROVIDER
1
55
55
3
165
REFRESHMENT CENTER 20 1 20
OFFICE -PROVIDER
2
55
110
2
220
OFFICE - DIRECTOR
4
110
440
1
440
OFFICE- MANAGER
2
55
110
4
440
Assumptions:
OFFICE -NURSE
2
55
110
1
110
7
Shared
PUBLIC RESTROOM - MEN
1
55
55
1
55
PUBLIC RESTROOM - WOMEN
1
55
55
1
55
BLOOD DRAW
2
55
110
1
110
SPECIMEN COLLECTION TOILET
55
1
55
LABORATORY
200
1
200
STAFF LOUNGE/LOCKERS
15
20
300
1
300
CONFERENCE/CLASS ROOM
20
20
400
1
400
DEMO KITCHEN
200
1
200
Roll up opening to class
RETAIL PHARMACY
500
1
500
WHEELCHAIR STORAGE
30
1
30
BREASTFEEDING
60
1
60
Total Net
8,325
11,655 NSF*1.4
Current Total Net
4,271
Range
580 DGSF
Volume
15,000
Annual visit
KCHC Administration Staff to be determined.
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providers active perday
1 MA per provider
+/_ 2.5 exam rooms/provider
ADMIN OFFICE 4 55 220 5 1,100
PATIENT TOILET 55 2 110
SCALE ALCOVE
10
2
20
CRASH CART
20
2
40
STAFF TOILET 55 1 55
MED ROOM 80 1 80
CLEAN UTILITY 1 80 80 2 160
SOILED UTILITY 1 80 80 2 160
HOUSEKEEPING 55 1 55
RECEPTION 2 55 110 1 110
WORK ROOM 80 1 80
WAITING 15 20 300 1 300
KIDS CORNER 4 30 120 1 120
REFRESHMENT CENTER 20 1 20
CHECK OUT 2 55 110 1 110
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Specialty Clinics
Depart
No of
Net
Sub-
No of
Program Comments
Occup
Area/
Total
Spaces
Gross
OFFICE -NURSE 1 55 55 1 55
Occupan
Net Area
SCALE ALCOVE 10 2 20
Area
STAFF TOILET 55 1 55
EXAM
CLEAN UTILITY 1 80 80 2 160
SOILED UTILITY 1 80 80 2 160
110
10
1,100
WAITING 10 20 200 1 200
PROCEDURE
CHECK OUT 1 55 55 1 55
160
1
160
MA STATION
2
35
70
2
140
Assumptions:
OFFICE -PROVIDER
3
55
165
2
330
4+ providers
OFFICE- MANAGER
2
55
110
1
110
active per day
Total Net
3,075
4,305 NSF*1.
Current
Total Net
3,832
Range
3,710
5,260 DGSF
Volume
3,500
Visits
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1 MA per
provider
+/_ 2.5 exam
rooms/provider
OFFICE -NURSE 1 55 55 1 55
ADMIN OFFICE 2 55 110 1 110
PATIENT TOILET 55 2 110
SCALE ALCOVE 10 2 20
CRASH CART 20 2 40
STAFF TOILET 55 1 55
MED ROOM 80 1 80
CLEAN UTILITY 1 80 80 2 160
SOILED UTILITY 1 80 80 2 160
HOUSEKEEPING 55 1 55
RECEPTION 1 55 55 1 55
WORK ROOM 60 1 60
WAITING 10 20 200 1 200
REFRESHMENT 20 1 20
CHECK OUT 1 55 55 1 55
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Therapies
Name
No of
Occup
SF/I Program
Occup Net Area
No ofj
Spaces
Sub-
Total
Net Area
Program
Gross
Area
Comments
PHYSICAL THERAPY
EXAM/TREATMENT 110 7 770
GYM 400 1 400
PATIENT TOILET ROOM 3 55 165 1 165
DOCUMENTATION AREA 1 110 110 1 110
NOURISHMENT AREA 1 40 40 1 40
EQUIPMENT STORAGE 1 110 110 1 110
OFFICE - MANAGER 1 110 110 1 110
PATIENT TOILET 55 2 110
SCALE ALCOVE 10 2 20
CRASH CART 20 2 40
STAFF TOILET 55 1 55
Shared with OT
CLEAN UTILITY 60 1 60
Shared with OT
SOILED UTILITY 60 1 60
Shared with OT
HOUSEKEEPING 55 1 55
Shared with OT
RECEPTION 1 60 60 1 60
Shared with OT
WORK ROOM 60 1 60
Shared with OT
WAITING 5 20 100 1 100
Shared with OT
WHEELCHAIR ALCOVE 20 1 20
Shared with OT
OCCUPATIONAL THERAPY
EXAM/TREATMENT 4 110 440 1 440
DOCUMENTATION AREA 1 110 110 1 110
ACTIVITIES OF DAILY LIVING 400 1 400
PROSTHETIC AND ORTHOTICS 200 1 200
PATIENT TOILET 55 2 110
OFFICE - MANAGER 1 110 110 1 110
NOURISHMENT AREA 11 401 40 1 40
SLP TREATMENT 1 3 1 1101 330 1 330
Total Net
Current Total Net
5,719 NSF*1.4
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AGENDA ITEM #2.b.
KODIAK ISLAND BOROUGH
STAFF REPORT
MARCH 14, 2024
4 '
x ASSEMBLY WORK SESSION
SUBJECT: Discussion Of An Ordinance To Update Processes For Agenda Setting And
Submission Of Items
ORIGINATOR: Larry LeDoux, Assembly Member
RECOMMENDATION:
For assembly review and discussion.
DISCUSSION:
This item was requested by Assembly member LeDoux and co-sponsored by Assembly
member Sharratt. After discussion at the February 29 Work Session, the Assembly directed
the Clerk to place this item on the March 21 regular meeting as an ordinance for introduction.
The Assembly also wanted additional discussion of this item at this work session since the
Mayor wanted to propose version 2 to the original draft.
Mayor Arndt will provide the version 2 at the work session.
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
Per KIBC 2.30.070 (N), the Assembly may amend, repeal, rescind, or reconsider an
ordinance by enacting another ordinance.
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AGENDA ITEM #2.b.
VERSION 1
KODIAK ISLAND BOROUGH
ORDINANCE NO. FY2024-17
AN ORDINANCE OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH AMENDING
TITLE 2 ADMINISTRATION AND PERSONNEL, SECTION 2.30 RULES OF THE ASSEMBLY,
SECTIONS 2.30.060 ORDER OF BUSINESS AND AGENDA, AND SECTION 2.30.070
ORDINANCES, RESOLUTIONS, AND MOTIONS TO UPDATE PROCESSES FOR AGENDA
SETTING AND SUBMISSION OF ITEMS
WHEREAS, this ordinance is submitted in order to update processes for agenda setting and
submission of items.
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 2.30.060 of the Kodiak Island Borough Code of Ordinances is amended
to read as follows:
2.30.060 Order of business and agenda.
A. Order of Business. The order of business for each regular meeting of the assembly shall be
as follows:
1. Invocation.
2. Pledge of Allegiance.
3. Statement of land acknowledgment.
4. Roll call.
5. Approval of agenda and consent agenda. (Approval of consent agenda passes all items
indicated. Consent agenda items are not considered separately unless an assembly member
so requests. In the event of such request, the item is returned to the general agenda.)
6. Approval of minutes.
7. Citizens' comments.
a. Agenda items not scheduled for public hearing and general comments.
8. Awards and presentations.
9. Committee reports.
10. Public hearing.
11. Borough manager's report.
12. Messages from the borough mayor.
13. Consideration of calendar — unfinished business.
14. Consideration of calendar — new business.
a. Contracts.
b. Resolutions.
Ordinance No. FY2024-17
Version 1
Page 1 of 4
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AGENDA ITEM #2.b.
44 c. Ordinances for introduction.
45 d. Other items.
46 15. Citizens' comments.
47 16. Assembly members' comments.
48 17. Adjournment.
49 B. Agenda. The mayor, deputy presiding officer, or manager shall determine items for the
50 agenda of the assembly, 6ubjeGt to assembly appr o r., .nher of the assembly, delegate to
51
52 ageRda. Subject to provisions of subsection C of this section, no business may be transacted nor
53 any measure considered that is not on the agenda. The clerk shall prepare an agenda for each
54 regular meeting— aner�^^selting with the mayer and manager. The agenda and it shall be
55 distributed to assembly members, along with the meeting packet, ne week at least two days prior
56 to the_ regular meeting. Agendas will be available for the public not less than 24 hours prior to the
57 meeting.
58 C. Agenda Additions. An item that is subjeGt not on the regular meeting agenda may be
59 considered only by unanimous consent, and when the time for its consideration arrives, the chair
60 shall lay it before the assembly.
61 D. Reading of Minutes. Unless a reading of the minutes of an assembly meeting is requested by
62 the assembly, minutes may be approved vVithe-i-it reading if the GleFk pFevieuSly fuFnmshed eaGh
63 rnernber with a Gepy thereof,
64 D. Submission of items.
65 1. Two assembly members maV sponsor a work session agenda item bV filling out an agenda
66 item request form. Such request shall be scheduled within 30 days from submission of the
67 request form.
68 2. The mayor or two assembly members may sponsor ordinances, resolutions, or other items
69 on the agenda by filling out an agenda item request form. The request shall be scheduled
70 as an item for discussion at a work session within 30 days from submission of the request
71 form, and the majority of the Assembly shall develop consensus if and when the item
72 should be scheduled on an agenda.
73 3. The borough manager and borough clerk may submit items that are routine in nature and
74 within the scope of the performance of their duties.
75
76 Section 3: That Section 2.30.070 Ordinances, resolutions, and motions of the Kodiak Island
77 Borough Code of Ordinances is amended to read as follows:
78
79 2.30.070 Ordinances, resolutions and motions.
80 A. AR erd'Ranceis introduced in writing in th�„eo,,,orm required by the assembly.
81 A13. The following procedure governs the enactment of all ordinances, except emergency
82 ordinances which are specified in KIBC 2.30.075.
83
84 maRageF;
85 12. An ordinance shall be set by the assembly for a public hearing by the affirmative vote of a
86 majority of the votes authorized on the gaestiORmotion;
Ordinance No. FY2024-17 Page 2 of 4
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AGENDA ITEM #2.b.
23. At least five days before the public hearing, a summary of the ordinance shall be published
together with a notice of the date, time: and place for the hearing. At least six days shall lapse
between introduction and final passage;
34. Copies of the ordinance er reeeltieR shall be made available to all perseRs ^rose^+ at the
hearing, or the ordinance shall be read in full;
5. During the hearing, the assembly shall hear all interested persons wishing to be heard;
6. After the public hearing, the assembly shall consider the ordinance and may adopt it with or
without amendment;
7. The clerkassembly shall print a copy of the ordinance for permanent retention.nd make
available GE)PieS of aR erdiRaRGe that is adopted.
BO. An ordinance takes effect upon adoption or at a later date specified in the ordinance.
CB. This section does not apply to an ordinance proposed under AS O4.11.507(d) relating to
procedure for local option elections.
E. R8G9FdiRg ef VGtes. The "ayes" and "noes" shall be taken upon the passage of all ordinances
Dl=. Voting.
1. All assembly members present shall vote unless the assembly for special reason permits a
member to abstain, except no assembly member may vote on a question motion in which he has
a substantial financial interest. All motions to excuse a member shall be made before the call of
"ayes" and "noes" is commenced, and any member requesting to be excused from voting may
make a brief statement of the reasons for making such a request, and the vote shall be taken
without further debate.
2. If a member refuses to vote, the clerk shall record a vote for the prevailing side. The "prevailing
side" is the side that carried the questionmotior, and is described as follows:
a. If the questi mmotion passed, having received the affirmative votes of the quorum, that is the
prevailing side; or
b. If the questi m4motion failed, having not received the affirmative votes of the quorum, that is
the prevailing side.
3. No member shall be allowed to explain his vote or discuss the question motion while the "ayes"
and "noes" are being called_ -but A member may change his vote between the time of calling for
the vote by the clerk and the announcement of the result by the chair or the clerk. The chair or
the clerk shall ask if anyone wishes to change their vote.
4. The vote upon any questi mmotion shall be "ayes" and "noes" and shall be recorded in the
minutes'GWFRal of the assembly. In the case where only six members of the assembly are present
and there is a three/three tie vote of the assembly, the mayor may vote. No resolution, ordinance
or motion before the assembly shall be valid unless affirmed eror denied by a majority of the votes
to whiGh of the assembly is eRtitled OR the q estiG.,
members of the assembly, eXGept as otherwise speGified by bereugh erdiRanGe or the statutes e
the state of AI;+o L;+
E6. Numbering Ordinances and Resolutions. A number shall be assigned to each ordinance or
resolution by the clerk prior to introduction.
Ordinance No. FY2024-17
Version 1
Page 3 of 4
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AGENDA ITEM #2.b.
FH. Ordinance and Resolution Passage Procedures. When passed by the assembly, an
ordinance or resolution shall be signed by the mayor and attested by the clerk; and it shall be
immediately filed and thereafter preserved in the office of the clerk.
G1. Request for Ordi^a^^^c er Legal Opinions. ARY member of the assembly rRay o o^+ +ho
B of this so^+i^., During a work session or a meeting, any two or more members of the assembly
may request written legal opinions, relating to borough business, from the attorney through the
manager's or the clerk's office. Upon receipt of assembly -requested
written legal opinion, the clerk shall forthwith cause to have distributed the subje^+ ^rd'Ra ^o ^
written legal opinion to all assembly members so that all members may be fully informed of the
status of borough affairs.
j. MOtOGRG. I.A.1heR a made and GeGORG18d, it shall be stated by the chair or, being
iting, it shall be presented te the r -.hair And read ale, id befere dehate The rnever shall state. his
wr
MOtOOR OR GGRGO68 laRguage and shall not disAeuss it Peer his reasein feer makiRg it until the motion is
��od
Effective Date: This ordinance takes effect upon adoption.
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
THIS DAY OF . 202X
KODIAK ISLAND BOROUGH
Scott Arndt, Borough Mayor
Introduced by: Mayor and Assembly
First reading:
Second reading/public hearing:
VOTES:
Ayes:
Noes:
Ordinance No. FY2024-17
Version 1
ATTEST:
Nova M. Javier, MMC, Borough Clerk
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AGENDA ITEM #2.b.
VERSION 1
KODIAK ISLAND BOROUGH
ORDINANCE NO. FY2024-17
AN ORDINANCE OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH AMENDING
TITLE 2 ADMINISTRATION AND PERSONNEL, SECTION 2.30 RULES OF THE ASSEMBLY,
SECTIONS 2.30.060 ORDER OF BUSINESS AND AGENDA, AND SECTION 2.30.070
ORDINANCES, RESOLUTIONS, AND MOTIONS TO UPDATE PROCESSES FOR AGENDA
SETTING AND SUBMISSION OF ITEMS
WHEREAS, this ordinance is submitted in order to update processes for agenda setting and
submission of items.
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 2.30.060 of the Kodiak Island Borough Code of Ordinances is amended
to read as follows:
2.30.060 Order of business and agenda.
A. Order of Business. The order of business for each regular meeting of the assembly shall be
as follows:
1. Invocation.
2. Pledge of Allegiance.
3. Statement of land acknowledgment.
4. Roll call.
5. Approval of agenda and consent agenda. (Approval of consent agenda passes all items
indicated. Consent agenda items are not considered separately unless an assembly member
so requests. In the event of such request, the item is returned to the general agenda.)
6. Approval of minutes.
7. Citizens' comments.
a. Agenda items not scheduled for public hearing and general comments.
8. Awards and presentations.
9. Committee reports.
10. Public hearing.
11. Borough manager's report.
12. Messages from the borough mayor.
13. Consideration of calendar — unfinished business.
14. Consideration of calendar — new business.
a. Contracts.
b. Resolutions.
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AGENDA ITEM #2.b.
c. Ordinances for introduction.
d. Other items.
15. Citizens' comments.
16. Assembly members' comments.
17. Adjournment.
B. Agenda. The mayor, deputy presiding officer, or manager shall determine items for the
agenda of the assembly. Subject to provisions of subsection C of this section, no business may
be transacted, nor any measure considered that is not on the agenda. The clerk shall prepare an
agenda for each meeting and it shall be distributed to assembly members, along with the meeting
packet at least two days prior to the meeting. Agendas will be available for the public not less than
24 hours prior to the meeting.
C. Agenda Additions. An item that is not on the regular meeting agenda maybe considered only
by unanimous consent, and when the time for its consideration arrives, the chair shall lay it before
the assembly.
D. Submission of items.
1. Two assembly members may sponsor a work session agenda item by filling out an agenda
item request form. Such request shall be scheduled within 30 days from submission of the
request form.
2. The mayor or two assembly members may sponsor ordinances, resolutions, or other items
on the agenda by filling out an agenda item request form. The request shall be scheduled
as an item for discussion at a work session within 30 days from submission of the request
form, and the majority of the Assembly shall develop consensus if and when the item
should be scheduled on an agenda.
3. The borough manager and borough clerk may submit items that are routine in nature and
within the scope of the performance of their duties.
Section 3: That Section 2.30.070 Ordinances, resolutions, and motions of the Kodiak Island
Borough Code of Ordinances is amended to read as follows:
2.30.070 Ordinances.
A. The following procedure governs the enactment of all ordinances, except emergency
ordinances which are specified in KIBC 2.30.075.
1. An ordinance shall be set by the assembly for a public hearing by the affirmative vote of a
majority of the votes authorized on the motion;
2. At least five days before the public hearing, a summary of the ordinance shall be published
together with a notice of the date, time, and place for the hearing. At least six days shall lapse
between introduction and final passage;
3. Copies of the ordinance shall be made available at the hearing, or the ordinance shall be read
in full;
5. During the hearing, the assembly shall hear all interested persons wishing to be heard;
6. After the public hearing, the assembly shall consider the ordinance and may adopt it with or
without amendment;
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AGENDA ITEM #2.b.
7. The clerk shall print a copy of the ordinance for permanent retention.
B. An ordinance takes effect upon adoption or at a later date specified in the ordinance.
C. This section does not apply to an ordinance proposed under AS O4.11.507(d) relating to
procedure for local option elections.
D. Voting.
1. All assembly members present shall vote unless the assembly for special reason permits a
member to abstain, except no assembly member may vote on a motion in which he has a
substantial financial interest. All motions to excuse a member shall be made before the call of
"ayes" and "noes" is commenced, and any member requesting to be excused from voting may
make a brief statement of the reasons for making such a request, and the vote shall be taken
without further debate.
2. If a member refuses to vote, the clerk shall record a vote for the prevailing side. The "prevailing
side" is the side that carried the motion and is described as follows:
a. If the motion passed, having received the affirmative votes of the quorum, that is the prevailing
side; or
b. If the motion failed, having not received the affirmative votes of the quorum, that is the
prevailing side.
3. No member shall be allowed to explain his vote or discuss the motion while the "ayes" and
"noes" are being called. A member may change his vote between the time of calling for the vote
by the clerk and the announcement of the result by the chair or the clerk. The chair or the clerk
shall ask if anyone wishes to change their vote.
4. The vote upon any motion shall be "ayes" and "noes" and shall be recorded in the minutes of
the assembly. In the case where only six members of the assembly are present and there is a
three/three tie vote of the assembly, the mayor may vote. No resolution, ordinance or motion
before the assembly shall be valid unless affirmed by a majority vote of the assembly.
E. Numbering Ordinances and Resolutions. A number shall be assigned to each ordinance or
resolution by the clerk prior to introduction.
F. Ordinance and Resolution Passage Procedures. When passed by the assembly, an ordinance
or resolution shall be signed by the mayor and attested by the clerk; and it shall be immediately
filed and thereafter preserved in the office of the clerk.
G. Request for Legal Opinions. During a work session or a meeting, any two or more members
of the assembly may request written legal opinions, relating to borough business, from the
attorney through the manager's or the clerk's office. Upon receipt of assembly -requested written
legal opinion, the clerk shall forthwith cause to have distributed the written legal opinion to all
assembly members so that all members may be fully informed of the status of borough affairs.
Effective Date: This ordinance takes effect upon adoption.
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
THIS DAY OF , 202X
KODIAK ISLAND BOROUGH
Ordinance No. FY2024-17
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AGENDA ITEM #2.b.
130
131 ATTEST:
132
133 Scott Arndt, Borough Mayor
134 Nova M. Javier, MMC, Borough Clerk
135
136 Introduced by: Mayor and Assembly
137 First reading:
138 Second reading/public hearing:
139
140 VOTES:
141 Ayes:
142 Noes:
143
144
145
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Agenda Item Request Forms Tracking
No.
Requestor
Submitted on
Description
Agenda Setting
Scheduled on
Comments
1
Turner
7/20/2023
Debate Time Limits
8/15/2023
12/21/2023
ADOPTED, VETOED
2
Turner
7/20/2023
KIBC 3.35.030 (D) Waiver may only be
8/15/2023
12/21/2023
To continue discussion at a
ranted fora year
later date
3
Sharratt
7/20/2023
Opening Borough owned lands to
8/15/2023
"'TBS
auction
4
Turner
8/3/2023
Change of Agenda - Citizens Comments
8/15/2023, 09/06/2023
12/21/2023
Mayor would like to leave
in room/on hone
the format as -is
Staff will need time to
gather information. Waiting
5
Sharratt
8/10/2023
Limiting Air B&B
8/15/2023, 09/06/2023
2/29/2024
to see if there's going to be
discussion at AML
conference.
6
Sharratt
8/17/2023
Transfer Station & Requirements for
2/2/2024
2/29/2024
recycling
7
Sharratt
8/17/2023
Land Disposal with enhancement to local
buyers
8
Griffin
8/21/2023
Hospital Facilities Repair and Renewal
2/2/2024
2/29/2024
AMENDED, ADOPTED
9
Griffin
8/21/2023
Manager's Spending Authority on
12/21/2023
Ordinance FY2024-13 from
Enterprise Funds
$25, 000 to $50, 000
10
Griffin
8/21/2023
Service Area Road Maintenance & Snow
*TBS
Removal Contracts
Remove development of CIP from P&Z
11
Smiley
10/19/2023
Authority
10/31/2023
Introduction of ordinance to amend KIBC
12
Sharratt & Whiteside
11/9/2023
3.55.010 and 3.55.090
Pending recommendation
13
Sharratt
2/1/2024
Revision to KIBC 2.125.030
2/2/2024
02/08/2024
from ARB
*TBS - To be Scheduled
AGENDA ITEM #2.b.
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:
• Education
• General Administration and Finance
• Tax Assessment and Collection
• Planning and Zoning
• Adopted Powers of the Assembly:
cr0r6
• Solid Waste Collection and Disposal (non-areawide/on
road system)
• Parks and Recreation (non-areawide/outside cities)
• Economic Development (non-areawide/outside cities)
• Animal Control (non-areawide/outside cities)
• Fire Protection and First Responder Emergency
Medical Services (service areas)
• Emergency Services Planning e Road Maintenance and Construction (service areas)
• Community Health (restricted . Street Lighting (service areas)
areawide)
Assembly Member: r Date Submitted: —
r�
Agenda Date Requested: 17/7 Meeting Type:( ) WS Q RM
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 2.60.060B.
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.
For Staff Use: �1/
Received date:
L'IQl-'5✓ Distributed to: Mayor�DPO _ Manager
Discussed at the agenda setting on: J I a
Approved and scheduled on: WS Date: 12�.� (� RM Date:
Notes:
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25 ROBERT'S RULES OF ORDER NEWLY REVISED 38 9
he Consideration of a Main Motion: Basic Steps 4:29
4:25 Once a main motion has been brought before the assem-
bly through the three steps described above, there are three
further basic steps by which the motion is considered in the
ordinary and simplest case (unless it is adopted by unanimous 4:30
consent, as explained in 4:58-63). These normal steps are as
follows:
1) Members debate the motion (unless no member claims the
floor for that purpose).
2) The chair puts the question (that is, puts it to a vote).
3) The chair announces the result of the vote.
4:26 In addition, while the motion is open to debate, the assem- 4:31
bly may wish to take a number of actions as a part of the mo-
tion's consideration—which can themselves be the subject of
certain parliamentary motions, as explained in 5 and 6. In the
following description of the three principal steps in the con-
sideration of a main motion, it is assumed that none of these
other motions are introduced.
1.27
f:28
Debate on the Question. Immediately after stating the ques-
tion, the chair turns toward the maker of the motion to see if
he wishes to be assigned the floor first in debate—to which the
maker has the right if he claims it before anyone else has been
recognized, even though others may have risen and addressed
the chair first.
A member who desires to speak in debate must obtain the
floor as described in 3:30-35. In assigning the floor, the chair
follows the rules explained in the same paragraphs and in 42.
In the debate each member has the right to speak twice on
the same question on the same day, but cannot make a secon
speech on the same question so long as any member who has
not spoken on that question desires the floor. A member who
has spoken twice on a particular question on the same day has
exhausted his right to debate that question for that day.
For procedures where greater freedom of debate is desired, see 15 and 52.
4:32
4:33
AGENDA ITEM #2.b.
§4 THE HANDLING OF A MOTION 4:34
Without the permission of the assembly, no one can speak
longer than permitted by the rules of the body—or, in a non-
legislative assembly that has no rule of its own relating to the
length of speeches, longer than ten minutes.
Debate must be confined to the merits of the pending ques-
tion. Speakers must address their remarks to the chair, maintain
a courteous tone, and—especially in reference to any diver-
gence of opinion—avoid injecting a personal note into debate.
To this end, they must never attack or make any allusion to the
motives of members. As already noted, speakers should refer
to officers only by title and should avoid the mention of other
members' names as much as possible.
Except in committees and small boards, the presiding officer
does not enter into discussion of the merits of pending questions
(unless, in rare instances, he leaves the chair until the pending
business has been disposed of, as described in 43:29-30). While
members are speaking in debate, the presiding officer normally
remains seated unless the view between him and the members
would be obstructed. In the latter case, he should step back
slightly while a member is speaking. Although the presiding offi-
cer should give close attention to each speaker's remarks during
debate, he cannot interrupt the person who has the floor so long
as that person does not violate any of the assembly's rules and
no disorder arises. The presiding officer must never interrupt a
speaker simply because he knows more about the matter than
the speaker does.
The presiding officer cannot close debate so long as any
member who has not exhausted his right to debate desires the
floor, except by order of the assembly, which requires a two-
thirds vote (15, 16, 43).
(For additional rules and information related to debate, see
43.)
4:34 Putting the Question. When the debate appears to have closed,
the chair may ask, "Are you ready for the question?" or "Is
there any further debate?" If no one then rises to claim the
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AGENDA ITEM #2.b.
Kodiak Island Borough Code Page 1 of 2
2.30.020 General rules.
D. Rules of Order. "Robert's Rules" of Order Current Edition" shall govern the proceedings of the
assembly in all cases, unless they are in conflict with these rules. When such a conflict exists,
this chapter prevails.
2.30.080 Debate.
A. Decorum in Debate. When any assembly member is about to speak in debate or deliver any
matter to the assembly, he shall address himself to the chair and, being recognized, confine
himself to the question under debate. No assembly member shall impugn the motive of any
assembly member's vote or argument and shall avoid personalities. An assembly member who
is speaking may not be interrupted to make a motion, even one with high priority like the
motion to adjourn.
B. Order of Speaking.
1. The manager, a delegate to the assembly, or any assembly member, when desiring to
speak at an assembly meeting, shall respectfully address the chair and shall refrain from
speaking until recognized.
2. No assembly member can speak more than twice to each debatable motion,
NEW
LANGUAGE with a limit of five minutes per speech. The second time takes place after
everyone wishing to debate the motion has had an opportunity to speak once.
3. When two or more persons request recognition at the same time, the chair shall
determine which one shall speak first.
C. Point of Order. If any assembly member, in speaking or otherwise, transgresses the rules of
the assembly, the chair shall call him to order, or any other assembly member may rise to a
point of order. The assembly member called to order shall immediately cease speaking and
cease the action to which he was called to order. The chair or assembly member rising to point
of order shall state the offense committed and the assembly member called to order shall then
be heard in explanation or justification. The chair shall then rule on the point of order. Any
assembly member may challenge a ruling of the chair and, if duly seconded, the chair's ruling
shall not stand unless affirmed by a majority vote of the assembly.
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AGENDA ITEM #2.b.
Kodiak Island Borough Code Page 2 of 2
D. Private Conversations. When an assembly member is speaking, the assembly shall be in
order and no private conversations shall be carried on.
E. Recognition to Speak. No assembly member shall be recognized to speak on the same
question a second time until every assembly member choosing to speak has spoken except the
mover of the question, who may open and close the debate. The chair may take part in the
discussion of any matter before the assembly.
The chair may recognize a citizen to address the assembly upon request of an assembly
member, unless objected to by two or more assembly members. Remarks by a citizen so
recognized may relate only to a question before the body. [Ord. FY201 s -0s §21 2014; Ord. FY2014-20
§2, 2014; Ord. 98-02 §4,1998; Ord. 86-13-0(A) §3, 1986; Ord. 79-11-0, 1979. Formerly §2.17.080].
Page 67 of 105
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AGENDA ITEM #2.b.
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)
• Parks and Recreation (non-areawide/outside cities)
• d Finance
• Economic Development (non-areawide/outside cities)
• Tax Assessment and Collection
• Animal Control (non-areawideloutside cities)
• Planning and Zoning
• 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:—I'm
arz.Rl�CT ?
� Date Submitted:
—j/
Agenda Date Requested:—y—
equested:Meeting Type:( ) W ) RM
A�
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 2.60.060B.
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.
Requested action of the Assembly:
J W/ KC e LX � 0 AJ e, `t V� �{`/ � �l✓� yCIQ � �y �
-7'0 ri12 (2 P Lt)
For Staff Use: V a
Received date: 7 a01 J Distributed : Mayor v DPO e/ Anger �
Discussed at the agenda setting on: bl
Approved and scheduled on: WS Date: 3' RM Date:
Notes:
C:\Users\iarellano\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\DTJFKJZT\Assembly Agenda Item
Request Form Rev.docx
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AGENDA ITEM #2.b.
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 He Ith (restricted . Street Lighting (service areas)
areawide)
Assembly Member: AQe A Date Submitted: -7' ZO • 73
Agenda Date Requested: --7 2-7 '2-3 Meeting Type: 1,A WS ( ) RM
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.
0y �,A_ Duj Ne -OD i A � a 'a,L i C A
Requested action of the
(�Assembly. ` (� 1, ( t `
2 PYA � A Di 00SAI "TQC f— 1 c� p Wit i,C
C�Svw� b� i
For Staff Use: VAv
Received date: 3 Distribbfuted t : Mayor t% DPO Manager
Discussed at the agenda setting on: 6) �l 1 S P
Approved and scheduled on: WS Date: RM Date:
Notes: Ir -T
C:\Users\iarellano\App Data\Local\Microsoft\Windows\INetCache\Content.Outlook\DTJFKJZT\Assembly Agenda Item
Request Form Rev.docx
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AGENDA ITEM #2.b.
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: 114 hi je L -D
— Date Submitted:
Agenda Date Requested: Meeting Type: '�KIIVS RM
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 K/BC 2.60.0608.
f Description of the item you are requesting to have placed on the agenda. Please submit one form
F for each item and submit any applicable documents with this form.
C IJAat-� 6ar2A
&1 iz E,J
IAI T-00Jr} r-4-1
Requested action of the Assembly:
For Staff Use:
Received date: 4049`�3 Distributed to: Mayor '� DPO ✓ Manager
Discussed at the agenda setting on: 0 g(1 S 6 ?2
Approved and scheduled on: WS Date: RM RM Date:
Notes:
C:\Users\iarellano\App Data\Local\Microsoft\Windows\INetCache\Content.Outlook\DTJFKJZT\Assembly Agenda Item
Request Form Rev.docx
Page 70 of 105
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AGENDA ITEM #2.b.
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-areawideloutside cities)
• Animal Control (non-areawide/outside cities)
• Planning and Zoning
• 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: Date Submitted: 8 ' k o ' 20 Z'-,�
Agenda Date Requested: 7-3 Meeting Type:,K) WS ( ) RM
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 2.60.060B.
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.
�.�o` U�luoa9
Requested action of the Assembly: 1t
ori `tvow QJi:� ��s A¢!L M�,iapa8.. A � n�ihb�Q,
For Staff Use: j
Received date: lO Ig3 Distributed to: Mayor ✓ DPO Manager
Discussed at the agenda setting on: c(I I 1:1,L-2
Approved and scheduled on: WS Date: Oqh%-3 RM Date:
Notes:
C:\Users\iarellano\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\DTIFKJZT\Assembly Agenda Item
Request Form Rev.docx
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AGENDA ITEM #2.b.
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 MemberDate Submitted: 8. t1 • 2.3
Agenda Date Requested: Meeting Type. -,N WS () RM
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 K/BC 2.60.0608.
fi 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.
--:\, %X-\ ftu-ss oR
_2Q 9�,v kyJLm s
Requested action of the Assembly:
s�w� w at�c ' a a:zy� nt � e►.1i � oe�Aw�,, �a2 �,
For Staff Use:
Received date: 176-3 Distributed to: Mayor ✓DPO ✓ Manager
Discussed at the agenda setting on:
Approved and scheduled on: WS Date: RM Date:
Notes:
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Discussion Of An Ordinance To Update Processes For Agenda Setting And Su...
AGENDA ITEM #2.b.
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-areawideloutside cities)
• Animal Control (non-areawide/outside cities)
• Planning and Zoning
. Adopted Powers of the Assembly: • Fire Protection and First Responder Emergency
p y: Medical Services (service areas)
. Emergency Services Planning . Road Maintenance and Construction (service areas)
• Community Health (restricted . Street Lighting (service areas)
areawide)
Assembly Member, NN 5�0,cmcT Date Submitted: 8. 11. 23
Agenda Date Requested: Meeting Type: �>) WS ( ) RM
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.
LA �s Nt w��k e�►�nt�a?.m�� o o c.�1 bu s
Requested ((action of the Assembly:
Z��13 . w�C ��A pRa Ci¢ 85 Cil L. f�Na7 Sh� S .
For Staff Use: �1 v cel
Received date: �� Y 3 Distributed to: Mayor DPO ✓ Manager
Discussed at the agenda setting on:
Approved and scheduled on: WS Date: RM Date:
Notes:
C:\Users\iarellano\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\DTJFKJZT\Assembly Agenda Item
Request Form Rev.docx
Page 73 of 105
Discussion Of An Ordinance To Update Processes For Agenda Setting And Su...
AGENDA ITEM #2.b.
Page 74 of 105
Discussion Of An Ordinance To Update Processes For Agenda Setting And Su...
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
road system)
• Education
• 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 —"e lth_j (restricted e Street Lighting (service areas)
area�vi[tej�—
Assembly Member: a✓t-ol,tn Date Submitted:
Agenda Date Requested: g/14 Meeting Type: (>� WS () RM
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 2.60.06013.
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.
` _ �t�vu�-s.� a�-��+-�.,�.� � r�-�..: �— o�y�Q,„�...�-el,�� � Mta-•} Cwv��we..t'rrn.�
Requested action of the Assembly:
- UA,- @
- L v to � _ A .9 G.l a > r; k-, a- 12 s -r2 ,� �' , �u --� V k1- I VAL
For Staff Use:
Received date: fla3 Distributed to: Mayor '-� DPO Manager
Discussed at the agenda setting on:
Approved and scheduled on: WS Date: RM Date:
Notes:
C:\Users\iarellano\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\DTIFKJZT\Assembly Agenda Item
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Page 74 of 105
Discussion Of An Ordinance To Update Processes For Agenda Setting And Su...
AGENDA ITEM #2.b.
Kodiak Island Borough Assembly Agenda Item Request Form
PLEASE FILL OUT AND RETURN TO THE CLERK
if
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)
�k • Parks and Recreation (non-areawide/outside cities)
-�"general Adra rnstration and Finance-
- - • Economic Development (non-areawide/outside cities)
• Tax Assessment and Collection
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)
nrl
Assembly Member: e d Date Submitted: 2l I Z
Agenda Date Requested: ��'H' ? Meeting Type: (LJWS O RM
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.
MI-V\LY
Requested action of the Assembly: .� { �}
�� nA.>avZJ l0.alP S� Q,-^ \ w2�C Q v.� r f]M r�ktitir�
For Staff Use:
Received date: 1V/ Distributed to: Mayor DPO Manager
Discussed at the agenda setting on:
Approved and scheduled on: WS Date: RM Date:
Notes:
C:\Users\iarellano\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\DTJFKJZT\Assembly Agenda Item
Request Form Rev.docx
Page 75 of 105
Discussion Of An Ordinance To Update Processes For Agenda Setting And Su...
AGENDA ITEM #2.b.
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) t (�
Assembly Member: 3 tr 09"A� Date Submitted: i 2Uz
Agenda Date Requested: � )ly a I,7 b Meeting Type: (Y) WS ( ) RM
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.
Lyc vv�
�C-.t 4 C c.� 20,,9 4, Ig L. ev�w ct Q 2ov`� ac �3
Requested action of the Assembly:
For Staff Use: a�
Received date: V D ` �L� Distributed to: Mayor DPO Manager
Discussed at the agenda setting on:
Approved and scheduled on: WS Date: RM Date:
Notes:
C:\Users\iarellano\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\DTJFKJZT\Assembly Agenda Item
Request Form Rev.docx
Page 76 of 105
Discussion Of An Ordinance To Update Processes For Agenda Setting And Su...
AGENDA ITEM #2.b.
IT
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: G�1J��Z /l4 Date Submitted:
Agenda Date Requested: Meeting Type:( ) WS ( ) RM
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.
"D +/� ,q�t rd �eeu f
l GLy1 q
Requested action of the Assembly:
U i } nmy
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:
C:\Users\iarellano\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\DTIFKJZT\Assembly Agenda Item
Request Form Rev.docx
Page 77 of 105
Discussion Of An Ordinance To Update Processes For Agenda Setting And Su...
AGENDA ITEM #2.b.
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
Page 78 of 105
Discussion Of An Ordinance To Update Processes For Agenda Setting And Su...
AGENDA ITEM #2.b.
3
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)
• Adopted Powers of the Assembly: • Fire Protection and First Responder Emergency
Medical Services (service areas)
• Emergency Services Planning • Road Maintenance and Construction (service areas)
• Community Health (restricted • Street Lighting (service areas)
areawide)
Assembly Member: s KQ-Mm1N- Date Submitted: Z I 202-7
Agenda Date Requested: AS kP Meeting Type: AA WS ( ) RM
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.
RtvtcbION T K I BC 2-125. o$O - 5E E P rTAC E.D .
Requested action of the Assembly:
D15cUS-5 AnWJ MOVE 2EG0r^MFAAChNTt0a1 TO 2E&ULAC rAffX-'6Mt ('-cit- A V01M,
For Staff Use:
Received date: Z,) , ZriaY Distributed to: Mayor I Z�/DPO 22 i W Manager_
Discussed at the agenda setting on: 2, -Z - -z- if
Approved and scheduled on: WS Date: 2-_�/•c RM Date: iu1A
Notes:
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AGENDA ITEM #2.b.
Kodiak Island Borough Architectural/Engineering Review Board (KIB-ARB)
Proposed Code Revision
KIBC 2.125.030
Seven members of the board shall be residents and qualified voters of the borough and shall have an
interest and a wide range of experience in engineering, architecture, building, plumbing, roofing,
electrical installation, and other related fields involving the building business. The manager, appointed
assembly member representative, school district superintendent, or their designees, and a school board
representative as well as the City of Kodiak Manager, or their designees shall be nonvoting ex officio
members of the board and may participate in all discussions. [Ord. FY2013-08 §2, 2013; Ord. 98-02 §8,
1998; Ord. 95-03 §2, 1995; Ord. 87-33-0 §2, 1987. Formerly §2.45.030].
KIBC 2.125.040
The board is empowered to:
A. Review all architectural and engineering proposals and design drawings for borough -owned buildings
and publicly funded projects above the Kodiak Island Borough Managers spending authority, evaluate
and propose improvements to specifications and drawings, and conduct evaluations and interviews
evaluate of proposed architects and engineers and #erward a with recommendations to the
Assembly. A plan review schedule shall be established with the architect, which takes into consideration
the limited building season available in Kodiak;
B. Evaluate all comments, suggestions, and recommendations from the building administration on
proposals for borough and other publicly funded buildings and forward written comments to the
assembly;
C. Hold a public meeting before presenting the final recommendation to the assembly;
D. Forward final recommendations to the assembly;
E. Receive notice of all change orders that are executed on building projects within fifteen calendar
days. The board shall review all changes to borough -owned buildings and publicly funded projects for
the purpose of possible inclusion in future building projects; and
F. Evaluate completed projects, prior to the one-year warranty inspection, on the basis of quality of
workmanship, cost of project relative to its original budget, and performance of the architect and the
general contractor to prepare a written report for presentation to the assembly. [Ord. 97-20 §2, 1997;
Ord. 95-03 §2, 1995; Ord. 87-33-0 §2, 1987. Formerly §2.45.040].
Page 80 of 105
Discussion Of An Ordinance To Update Processes For Agenda Setting And Su...
AGENDA ITEM #2.c.
KODIAK ISLAND BOROUGH
STAFF REPORT
MARCH 14, 2024
4 '
x ASSEMBLY WORK SESSION
SUBJECT: Discussion Of The Manager's Evaluation Form
ORIGINATOR: Scott Smiley, Assembly Member
RECOMMENDATION:
For the previous round of evaluating the Borough Manager, the KIB Assembly decided that
they did not like the form that had been used previously. Further discussion is necessary to
decide on the methodology the Assembly wants to use for this process.
DISCUSSION:
For the previous round of evaluating the Borough Manager, the KIB Assembly decided that
they did not like the form that had been used previously. Further discussion is necessary to
decide the methodology the Assembly wants to use for this process.
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
Kodiak Island Borough Page 81 of 105
Discussion Of The Manager's Evaluation Form
AGENDA ITEM #2.c.
Kodiak Island Borough Manager's Performance Evaluation
Name: Evaluation Period:
Please complete and return to by:
This evaluation form includes two parts: A quantitative score sheet covering multiple
categories of performance criteria; and a narrative comments section. Scores and
comments will be combined and summarized and distributed for Assembly review, and
results will be used as a basis for Assembly discussion of the manager's performance.
Please print and sign your name below and return your evaluation by the deadline to
ensure your feedback is included in the written summary for Assembly review and
discussion.
Assembly member's Printed Name Assembly member's Signature
Borough Manager Evaluation — Page 1 of 5
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Discussion Of The Manager's Evaluation Form
AGENDA ITEM #2.c.
QUANTITATIVE SCORING SECTION
Please use the following scale to rate the borough manager's performance in each category below:
5 = excellent (almost always exceeds the performance standard)
4 = above average (generally exceeds the performance standard)
3 = average (generally meets the performance standard)
2 = below average (usually does not meet the performance standard)
1 = poor (rarely meets the performance standard)
If you do not have enough information to rate the manager on a particular characteristic you may leave
it blank; blanks will not be included when calculatingaverage veraae scores
1. INDIVIDUAL CHARACTERISTICS
Diligent and thorough in the discharge of duties, "self-starter"
Exercises good judgment
Displays enthusiasm, cooperation, and will to adapt
Mental and physical stamina appropriate for the position
Exhibits composure and attitude appropriate for the position
2. PROFESSIONAL SHILLS AND STATUS
Maintains knowledge of current developments affecting the practice of local government
management
Demonstrates a capacity for innovation and creativity
Uses sound judgment in decision making; seeks out all relevant and necessary data, and
makes decisions in a timely manner
Anticipates and analyzes problems to develop effective approaches for solving them
Willing to try new ideas proposed by governing body members and/or staff
Sets a professional example by handling affairs of the public office in a fair and impartial
manner
3. Relations with Members of the Governing Body
.Carries out directives of the body as a whole as opposed to those of any one member or
minority group
Disseminates complete and accurate information equally to all members in a timely manner
Assists by facilitating decision-making without usurping authority
Responds well to requests, advice and constructive criticism
Borough Manager Evaluation — Page 2 of 5
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Discussion Of The Manager's Evaluation Form
AGENDA ITEM #2.c.
4. Policy Execution
Implements governing body actions in accordance with the intent of the assembly
Supports the actions of the governing body after a decision has been reached, both inside and
outside of the organization
Understands, supports, and enforces local government's laws and policies
Reviews ordinance and policy procedures periodically to suggest improvements to their
effectiveness
Offers workable alternatives to the governing body for changes in law or policy when an
existing policy or ordinance is no longer practical
5. Reporting
Provides regular information and reports to the governing body concerning matters of
importance to the Borough Code
Responds in a timely manner to requests from the governing body for special reports
Takes the initiative to provide information, advice, and recommendations to the Assembly
on matters that are non -routine and not administrative in nature
Reports produced by the manager or under the manager's direction are accurate,
comprehensive, concise and written to their intended audience
Produces and handles reports in a way to convey the message that affairs of the organization
are open to public scrutiny
6. Citizen Relations
Responsive to requests from citizens
Demonstrates a dedication to service to the community and its citizens
Responds to and works with the news media
Meets with and listens to members of the community to discuss their concerns and strives to
understand their interests
Gives an appropriate effort to maintain citizen satisfaction with borough services
7. Staffing
Recruits and retains competent personnel for staff positions
_ Applies an appropriate level of supervision to improve any areas of substandard
performance
Stays accurately informed and appropriately concerned about employee relations
Professionally manages the compensation and benefits plan
Promotes training and development opportunities for employees at all levels of the
Organization
Borough Manager Evaluation — Page 3 of 5
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Discussion Of The Manager's Evaluation Form
AGENDA ITEM #2.c.
8. Supervision
Encourages heads of departments to make decisions within their jurisdictions with minimal
involvement, yet maintains general control of operation by providing the right amount of
communication to the staff
Instills confidence and promotes initiative in subordinates through supportive rather than
restrictive controls for their programs while still monitoring operations at the staff level
Develops and maintains a friendly and informal relationship with the staff and work force in
general, yet maintains the professional dignity of the borough manager's office
Sustains or improves staff performance by evaluating the performance of staff members at
least annually, setting goals and objectives for them, periodically assessing their progress,
and providing appropriate feedback
Encourages teamwork, innovation, and effective problem -solving among staff members
9. Fiscal Management + "Wo F
Prepares a balanced budget to provide services at a level directed by the assembly
Makes the best possible use of available funds, conscious of the need to operate the local
government efficiently and effectively
Prepares and presents a budget and budgetary recommendations in an intelligent and
accessible format
Ensures actions and decisions reflect an appropriate level of responsibility for financial
planning and accountability
Appropriately monitors and manages fiscal activities of the department
10. Community
Shares responsibility for addressing the difficult issues facing the borough
Avoids unnecessary controversy
Cooperates with rural/village communities in the borough
Helps the assembly address future needs and develop plan to address long term trends
Cooperates with other regional, state and federal government agencies
NARRATIVE EVALUATION
1. What would you identify as the Borough Manager's strengths, expressed in
terms of the principal results achieved during the rating period?
2021 Borough Manager Evaluation — Page 4 of 5
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Discussion Of The Manager's Evaluation Form
AGENDA ITEM #2.c.
2. What performance areas would you identify as most critical for improvement?
3. What constructive suggestions or assistance can you offer the Borough Manager
to enhance performance?
4. What other comments do you have for the Borough Manager (for example,
about priorities, expectations, goals, or specific objectives for the next rating
period)?
2021 Borough Manager Evaluation — Page 5 of 5
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Discussion Of The Manager's Evaluation Form
AGENDA ITEM #2.d.
KODIAK ISLAND BOROUGH
STAFF REPORT
MARCH 14, 2024
4 '
x ASSEMBLY WORK SESSION
SUBJECT: FY2025 Budget Review - IT And Finance Departments
ORIGINATOR: Aimee Williams, Borough Manager
RECOMMENDATION:
DISCUSSION:
General Fund Departments being discussed during this meeting:
• IT
• Finance
• Attorney
• General Administration
• Education / Culture / Recreation
• Non -Profit:
o Kodiak Colleges & Libraries
o Health & Social Services
o Education, Culture & Recreation
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
Kodiak Island Borough Page 87 of 105
FY2025 Budget Review - IT And Finance Departments
AGENDA ITEM #2.d.
Assembly Review Schedule
Kodiak Island Borough - Fund/Department Listing
GF = General Fund SR = Special Revenue Fund EF = Enterprise Fund
Page 88 of 105
FY2025 Budget Review - IT And Finance Departments
updated 3/11/24 dlc
Fund -Dept.
Dept.
Responsible
Number
Name
Employee/Entity
100-000
GF - Revenues
Dora/Aimee
100-100
GF - Legislative
Nova
100-105
GF - Borough Management_
Aimee
100-110
_ _ _ _
GF - Borough Clerk
Nova
100-115
GF - Borough Attorney
Dora
3/14/2024
100-12_0
GIF - Finance Department
3/14/2024
_ _
100-125
_ _ _ _ _ _ _ _ _ _
GF - Information Technology
_Dora _ _ _ _ _
Fred
3/14/2024
100-130
GF - Assessing Department
Seema
100-135
GF - Engineering Facilities_
Dave
100-140
_/ _ _
GF - Community Development
Chris
100-142
GF - Building Official
Chris
100-16_0
GIF - Economic Development
_ _
100-165
_ _ _ _ _ _ _ _ _
GF - General Administration
_Chris
Dora
3/14/2024
100-172
GF - Parks & Recreation
Dave/Chris
100-17_5
GIF - Emergency Prepare_dn_ess_
Dave/Chris
100-186
GF - Animal Control
_ _ _ _ _ _
Chris
100-190
GF - Education / Culture / Recreation
Dora
3/14/2024
100-19_1
GIF -_Non-Profit Funding: Kodiak_ Colleges &_Librarie_s
3/14/2024
_ _
100-192-110
_ _ _
GF - Non -Profit Funding: Health & Social Services
_Aimee_ _ _ _ _
Aimee
3/14/2024
100-192-120
GF - Non -Profit Funding: Education, Culture & Recreation
Aimee
3/14/2024
100-195
GF - Transfers Out
Dora
GF = General Fund SR = Special Revenue Fund EF = Enterprise Fund
Page 88 of 105
FY2025 Budget Review - IT And Finance Departments
AGENDA ITEM #2.d.
KODIAK ISLAND BOROUGH
FY25 Budgeted Staff Positions by'Home' Department
FY2025 I I FILLED I VACANT
Total No. of Full -Time, Part -Time, Full -Time, Part -Time, Seasonal or
Budgeted Permanent Permanent Permanent Permanent Temporary
DEPARTMENT Positions Positions Positions Positions Positions Positions
I I I I I I
FINANCE DEPARTMENT I I I I I I
Director 1 I I 1 I I I I
Accountant (Revenue/General) 2 I I I 1 I 1 I I
Accounts Payable/Payroll Technician 2 I I 1 I 1 I I I
Cashier 1 1
Secretary III 0 I I I I I I
Finance Total 3 2 1 0 0
FY24 Total 7 I I 6 I 1 I 0 I I
I I I I I I
INFORMATION TECHNOLOGY I I I I I I
Director 1 1
GIS Analyst 1 I I 1 I I I I
Programmer/Analyst 1 I I 1 I I I I
PC Tech 1 I I 1 I I I I
IT/MIS Total4 I I 4 1 0 1 0 1 0 1 0
FY24 Total 4 I I 2 I I 2 I I
Page 89 of 105
FY2025 Budget Review - IT And Finance Departments
v
0
0
0
0
W0DLAS IS...LAD
BIol?IoGH
Account Account Description
2021 Actual
Amount
2022 Actual
Amount
2023 Actual
Amount
2024 Amended
Budget
Budget Worksheet Report
Budget Year 2025
2024 Actual
Amount FY24 % Used 2025 Level 1
Fund 100 - General Fund
EXPENSE
Department
125 - Information Technology
410.110
Salaries
259,249.30
229,581.00
236,199.52
349,969.00
215,501.42
62
322,064.00
410.120
Temporary Help
.00
.00
16,509.91
.00
.00
.00
410.130
Overtime
15,124.56
4,100.19
4,028.02
5,000.00
1,057.13
21
5,000.00
410.152
Cell Phone Stipend
3,550.00
2,924.19
3,100.00
3,600.00
2,651.61
74
3,600.00
420.110
Unemployment Taxes
27.29
22.45
23.86
36.00
20.55
57
331.00
420.120
FICA Taxes
21,534.90
17,573.75
19,740.25
27,431.00
16,139.57
59
25,296.00
420.130
Group Insurance
76,123.78
64,926.98
70,685.77
110,118.00
72,327.53
66
106,720.00
420.140
Retirement
84,810.23
68,007.54
59,346.24
89,097.00
51,731.87
58
87,522.00
420.150
Workers Compensation
1,213.09
828.52
791.25
1,147.00
551.09
48
1,058.00
420.160
Termination Reserve
.00
.00
.00
22,000.00
.00
.00
430.140
Contracted Services
12,043.91
533.93
527.00
125,000.00
.00
25,000.00
450.100
Office Supplies
91.12
93.01
718.04
1,000.00
238.52
24
1,000.00
450.110
Operating Supplies
1,395.50
526.50
536.85
4,000.00
2,577.25
64
4,000.00
450.115
Computer Software <$5000
3,347.08
686.01
9,126.71
5,200.00
4,601.20
88
.00
450.119
COVID-19 Expenditures
8,800.61
.00
.00
.00
.00
.00
450.120
Printing / Binding
531.32
2,199.10
2,546.28
1,800.00
1,380.38
77
1,950.00
450.140
Dues / Books / Periodicals
.00
.00
79.98
300.00
.00
.00
450.160
Furniture / Fixtures
241.23
92.02
.00
1,000.00
.00
1,000.00
450.170
Machinery/ Equipment <$5000
14,563.75
14,597.87
98,802.04
12,200.00
9,446.16
77
14,200.00
450.210
Food / Business Lunch/Meeting Rooms
181.57
.00
246.89
.00
119.76
.00
450.221
Property Insurance
.00
.00
.00
.00
285.00
.00
450.224
Insurance Coverage Discounts
.00
.00
.00
.00
(57.00)
(5,700)
.00
450.230
Advertising / Hearings
.00
.00
396.28
.00
.00
.00
450.270
Continuing Education
.00
383.98
2,825.23
6,000.00
.00
8,000.00
450.290
Recruit / Relocation
1,000.85
4,628.64
8,355.80
.00
185.05
.00
450.300
Travel / Per Diem
6.90
.00
.00
.00
.00
.00
450.330
Rent
70,174.00
70,174.00
70,174.00
63,074.00
63,074.00
100
63,074.00
Run by Dora Cross on 03/11/2024 11:31:51 AM
Page 1 of 2
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BUl?UTIGH
Budget Worksheet Report
Budget Year 2025
Run by Dora Cross on 03/11/2024 11:31:51 AM
Page 2 of 2
2021 Actual
2022 Actual
2023 Actual
2024 Amended
2024 Actual
Account Account Description
Amount
Amount
Amount
Budget
Amount
FY24 % Used
2025 Level 1
Fund 100 - General Fund
EXPENSE
Department 125 - Information Technology
450.340 Telephone/Communications
6,162.06
3,752.22
4,252.22
4,600.00
3,055.70
66
1,000.00
450.430 Maint & Repairs
4,827.25
4,795.81
4,845.31
5,000.00
30.00
1
5,000.00
450.435 Maint Agreements
236,327.63
298,317.00
235,512.47
420,350.00
400,769.95
95
474,684.00
470.100 Machinery/ Equipment >$5000
.00
.00
.00
65,000.00
5,633.78
9
7,000.00
Department 125 - Information Technology Totals
$821,327.93
$788,744.71
$849,369.92
$1,322,922.00
$851,320.52
64%
$1,157,499.00
EXPENSE TOTALS
$821,327.93
$788,744.71
$849,369.92
$1,322,922.00
$851,320.52
64%
$1,157,499.00
Fund 100 - General Fund Totals
EXPENSE TOTALS
$821,327.93
$788,744.71
$849,369.92
$1,322,922.00
$851,320.52
64%
$1,157,499.00
Fund 100 - General Fund Totals
($821,327.93)
($788,744.71)
($849,369.92)
($1,322,922.00)
($851,320.52)
64%
($1,157,499.00)
Net Grand Totals
REVENUE GRAND TOTALS
$0.00
$0.00
$0.00
$0.00
$0.00
+++
$0.00
EXPENSE GRAND TOTALS
$821,327.93
$788,744.71
$849,369.92
$1,322,922.00
$851,320.52
64%
$1,157,499.00
Net Grand Totals
($821,327.93)
($788,744.71)
($849,369.92)
($1,322,922.00)
($851,320.52)
64%
($1,157,499.00)
Run by Dora Cross on 03/11/2024 11:31:51 AM
Page 2 of 2
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BUl?UTIGH
Budget Worksheet Report
Budget Year 2025
Run by Dora Cross on 03/11/2024 11:30:57 AM Page 1 of 1
2021 Actual
2022 Actual
2023 Actual
2024 Amended
2024 Actual
Account
Account Description
Amount
Amount
Amount
Budget
Amount
FY24 % Used
2025 Level 1
Fund 100 -
General Fund
EXPENSE
Department 120 - Finance Department
410.110
Salaries
398,358.91
413,112.92
493,859.20
536,664.00
302,935.21
56
469,321.00
410.120
Temporary Help
35,556.35
18,004.26
.00
.00
.00
.00
410.130
Overtime
1,028.68
135.08
192.01
1,000.00
84.94
8
500.00
410.152
Cell Phone Stipend
750.00
450.00
.00
.00
.00
.00
420.110
Unemployment Taxes
41.80
43.01
49.59
54.00
30.04
56
470.00
420.120
FICA Taxes
33,157.03
31,819.41
36,399.59
41,131.00
22,247.47
54
35,941.00
420.130
Group Insurance
172,866.95
156,197.60
166,540.51
174,893.00
105,473.24
60
160,080.00
420.140
Retirement
127,656.89
129,734.89
122,167.60
134,954.00
75,458.63
56
125,724.00
420.150
Workers Compensation
1,978.01
1,565.56
1,581.02
1,721.00
962.01
56
1,503.00
450.100
Office Supplies
2,077.28
1,455.85
1,971.83
2,000.00
1,197.02
60
2,000.00
450.119
COVID-19 Expenditures
1,024.67
.00
.00
.00
.00
.00
450.120
Printing / Binding
7,145.88
10,043.77
13,206.29
10,000.00
8,897.07
89
12,000.00
450.140
Dues/ Books/ Periodicals
3,161.03
3,336.07
2,073.06
2,500.00
2,105.30
84
3,500.00
450.160
Furniture / Fixtures
131.80
.00
728.63
.00
.00
.00
450.210
Food / Business Lunch/Meeting Rooms
301.43
58.62
135.24
50.00
.00
150.00
450.220
Insurance & Bonding
2,750.00
2,925.00
679.90
2,925.00
3,200.00
109
3,200.00
450.270
Continuing Education
2,401.00
1,978.00
2,682.65
4,000.00
233.73
6
3,500.00
450.290
Recruit/ Relocation
.00
2,276.69
.00
.00
634.91
.00
450.330
Rent
66,556.00
66,556.00
66,556.00
65,953.00
65,953.00
100
65,953.00
450.340
Telephone/Communications
446.62
442.67
506.21
500.00
299.08
60
500.00
450.430
Maint & Repairs
.00
.00
.00
.00
25.81
.00
492.210
Allocated to Land Sales
(1,000.00)
(1,000.00)
(1,000.00)
(1,000.00)
(1,000.00)
100
(1,000.00)
492.530
Allocated to Solid Waste
(10,000.00)
(10,000.00)
(10,000.00)
(10,000.00)
(10,000.00)
100
(10,000.00)
492.540
Allocated to Hospital
(25,319.00)
(25,319.00)
(25,319.00)
(25,319.00)
(25,319.00)
100
(25,319.00)
492.555
Allocated to KFRC
(12,000.00)
(12,000.00)
(12,000.00)
(12,000.00)
(12,000.00)
100
(12,000.00)
493.130
Bond Insurance Coverage
2,466.60
.00
.00
.00
.00
.00
Department 120 - Finance Department Totals
$811,537.93
$791,816.40
$861,010.33
$930,026.00
$541,418.46
58%
$836,023.00
EXPENSE TOTALS
$811,537.93
$791,816.40
$861,010.33
$930,026.00
$541,418.46
58%
$836,023.00
Fund 100 - General Fund Totals
EXPENSE TOTALS
$811,537.93
$791,816.40
$861,010.33
$930,026.00
$541,418.46
58%
$836,023.00
Fund 100 - General Fund Totals
($811,537.93)
($791,816.40)
($861,010.33)
($930,026.00)
($541,418.46)
58%
($836,023.00)
Net Grand Totals
REVENUE GRAND TOTALS
$0.00
$0.00
$0.00
$0.00
$0.00
+++
$0.00
EXPENSE GRAND TOTALS
$811,537.93
$791,816.40
$861,010.33
$930,026.00
$541,418.46
58%
$836,023.00
Net Grand Totals
($811,537.93)
($791,816.40)
($861,010.33)
($930,026.00)
($541,418.46)
58%
($836,023.00)
Run by Dora Cross on 03/11/2024 11:30:57 AM Page 1 of 1
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BUl?UTIGH
Budget Worksheet Report
Budget Year 2025
Run by Dora Cross on 03/11/2024 11:34:28 AM
Page 1 of 1
2021 Actual
2022 Actual
2023 Actual
2024 Amended
2024 Actual
Account
Account Description
Amount
Amount
Amount
Budget
Amount
FY24 % Used
2025 Level 1
Fund 100
- General Fund
EXPENSE
Department
115 - Borough Attorney
431.110
Litigation Expenses
.00
19,028.85
.00
.00
.00
20,000.00
431.120
Legal Fees
53,987.82
41,788.12
26,042.45
80,000.00
8,503.34
11
50,000.00
450.230
Advertising / Hearings
11,152.64
9,781.09
12,122.28
4,000.00
2,085.84
52
8,000.00
450.240
Filing / Record Fees
5,193.75
2,798.00
2,657.00
3,000.00
2,345.00
78
2,800.00
450.245
Title Search Fees
4,500.00
7,500.00
3,025.00
1,500.00
.00
4,000.00
450.323
Collection Expense
3,367.00
240.00
60.00
2,000.00
.00
500.00
Department 115 - Borough Attorney Totals
$78,201.21
$81,136.06
$43,906.73
$90,500.00
$12,934.18
14%
$85,300.00
EXPENSE TOTALS
$78,201.21
$81,136.06
$43,906.73
$90,500.00
$12,934.18
14%
$85,300.00
Fund
100 - General Fund Totals
EXPENSE TOTALS
$78,201.21
$81,136.06
$43,906.73
$90,500.00
$12,934.18
14%
$85,300.00
Fund
100 - General Fund Totals
($78,201.21)
($81,136.06)
($43,906.73)
($90,500.00)
($12,934.18)
14%
($85,300.00)
Net Grand Totals
REVENUE GRAND TOTALS
$0.00
$0.00
$0.00
$0.00
$0.00
+++
$0.00
EXPENSE GRAND TOTALS
$78,201.21
$81,136.06
$43,906.73
$90,500.00
$12,934.18
14%
$85,300.00
Net Grand Totals
($78,201.21)
($81,136.06)
($43,906.73)
($90,500.00)
($12,934.18)
14%
($85,300.00)
Run by Dora Cross on 03/11/2024 11:34:28 AM
Page 1 of 1
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BUl?UGH
Account Account Description
2021 Actual
Amount
2022 Actual
Amount
2023 Actual
Amount
2024 Amended
Budget
Budget Worksheet Report
Budget Year 2025
2024 Actual
Amount FY24 % Used 2025 Level 1
Fund 100 - General Fund
EXPENSE
Department
165 - General Administration
410.110
Salaries
480.74
.00
1,043.48
48,202.00
.00
.00
410.120
Temporary Help
.00
.00
4.72
.00
.00
.00
420.110
Unemployment Taxes
.04
.00
.12
5.00
23,391.13
467,823
12,000.00
420.120
FICA Taxes
35.59
.00
77.70
3,687.00
.00
.00
420.130
Group Insurance
2,594.26
.00
.00
18,655.00
.00
.00
420.140
Retirement
(3,684.03)
(.31)
229.55
12,099.00
(.01)
.00
420.150
Workers Compensation
33.76
.00
19.13
561.00
.00
.00
431.120
Legal Fees
.00
.00
180.00
.00
.00
.00
432.100
Professional Services
93,229.10
96,697.74
118,790.97
105,500.00
105,998.37
100
127,000.00
432.110
Out of Pocket Expenses
7,800.90
7,508.95
7,599.03
8,000.00
7,649.72
96
8,000.00
432.120
Contracted Services
99.70
5,144.26
2,544.15
2,600.00
2,545.01
98
42,600.00
450.100
Office Supplies
3,650.55
1,509.89
1,443.06
3,000.00
1,485.89
50
3,000.00
450.119
COVID-19 Expenditures
78,316.38
.00
.00
.00
.00
.00
450.120
Printing / Binding
10,445.12
14,815.72
5,728.26
13,000.00
3,092.08
24
10,000.00
450.130
Postage
6,603.42
11,919.85
5,802.81
8,000.00
5,236.45
65
8,000.00
450.160
Furniture / Fixtures
.00
.00
1,319.90
.00
.00
.00
450.180
Equipment Rental
1,490.94
900.18
875.88
1,000.00
218.97
22
875.00
450.200
Honorarium / Amenities
500.89
.00
.00
.00
.00
.00
450.210
Food / Business Lunch/Meeting Rooms
139.66
595.19
1,881.34
2,000.00
250.05
13
2,000.00
450.222
General Liablity Insurance Coverage
12,420.33
11,255.00
14,469.00
16,500.00
22,819.28
138
23,000.00
450.223
Crime Protection Insurance Coverage
400.00
400.00
400.00
400.00
400.00
100
400.00
450.224
Insurance Coverage Discounts
(4,170.00)
(4,575.00)
(5,223.00)
(5,000.00)
(6,892.00)
138
.00
450.230
Advertising / Hearings
.00
257.45
1,124.00
.00
.00
.00
450.251
Miscellaneous
14.25
49.28
27.60
.00
50,925.21
680,000.00
450.290
Recruit/ Relocation
.00
.00
.00
.00
500.00
.00
450.300
Travel/ Per Diem
.00
.00
5,456.50
.00
.00
.00
450.320
Bad Debt Expense
13,934.82
9,995.54
429.80
600.00
3.46
1
.00
450.323
Collection Expense
.00
.00
22.00
.00
8.30
.00
450.327
Fines
.00
8,462.36
12.60
.00
.00
.00
450.330
Rent
.00
.00
.00
49,987.00
49,987.20
100
49,987.00
450.340
Telephone/Communications
63.51
63.29
72.35
.00
42.75
.00
450.350
Electricity
.00
.00
12.68
.00
.00
.00
450.360
Fuel- Heating
.00
.00
34.24
.00
.00
.00
450.365
Fuel - Vehicle
3,740.01
3,042.52
3,168.17
4,000.00
1,695.76
42
4,000.00
450.370
Water & Sewer
.00
.00
41.82
.00
.00
.00
450.430
Maint & Repairs
.00
200.47
17.24
.00
119.53
.00
450.440
Auto Maint & Repairs
3,023.57
4,550.44
5,619.87
6,000.00
4,626.65
77
3,000.00
450.451
Licenses & Permits
.00
.00
20.00
.00
.00
.00
Run by Dora Cross on 03/11/2024 11:35:11 AM
Page 1 of 2
BUl?UTIGH
Budget Worksheet Report
Budget Year 2025
Run by Dora Cross on 03/11/2024 11:35:11 AM
Page 2 of 2
2021 Actual
2022 Actual
2023 Actual
2024 Amended
2024 Actual
Account
Account Description
Amount
Amount
Amount
Budget
Amount
FY24 % Used
2025 Level 1
Fund 100
- General Fund
EXPENSE
Department
165 - General Administration
450.461
Safety Supplies
2,100.00
2,613.97
3,650.59
3,000.00
3,600.00
120
3,600.00
450.495
Bank Fees
9,062.29
10,459.28
12,793.32
11,000.00
8,009.19
73
11,000.00
452.110
Administration
.00
.00
7.39
.00
.00
.00
461.220
Travel Insurance Coverage
950.00
950.00
950.00
1,000.00
.00
1,000.00
466.220
Auto Liability Insurance
3,804.46
3,802.00
5,078.42
5,000.00
8,157.42
163
10,000.00
470.120
Automotive
.00
.00
227,478.00
.00
.00
.00
Department 165 - General Administration Totals
$247,080.26
$190,618.07
$423,202.69
$318,796.00
$293,870.41
92%
$999,462.00
EXPENSE TOTALS
$247,080.26
$190,618.07
$423,202.69
$318,796.00
$293,870.41
92%
$999,462.00
Fund 100 - General Fund Totals
EXPENSE TOTALS
$247,080.26
$190,618.07
$423,202.69
$318,796.00
$293,870.41
92%
$999,462.00
Fund 100 - General Fund Totals
($247,080.26)
($190,618.07)
($423,202.69)
($318,796.00)
($293,870.41)
92%
($999,462.00)
Net Grand Totals
REVENUE GRAND TOTALS
$0.00
$0.00
$0.00
$0.00
$0.00
+++
$0.00
EXPENSE GRAND TOTALS
$247,080.26
$190,618.07
$423,202.69
$318,796.00
$293,870.41
92%
$999,462.00
Net Grand Totals
($247,080.26)
($190,618.07)
($423,202.69)
($318,796.00)
($293,870.41)
92%
($999,462.00)
Run by Dora Cross on 03/11/2024 11:35:11 AM
Page 2 of 2
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BUl?UTIGH
Budget Worksheet Report
Budget Year 2025
Run by Dora Cross on 03/11/2024 11:39:37 AM
Page 1 of 1
2021 Actual
2022 Actual
2023 Actual
2024 Amended
2024 Actual
Account Account Description
Amount
Amount
Amount
Budget
Amount
FY24 % Used
2025 Level 1
Fund 100 - General Fund
EXPENSE
Department 190 - Education / Culture / Recreation
448.351 North Star PTA (Street Lights)
4,608.27
4,607.04
4,572.99
4,700.00
2,530.49
54
4,700.00
448.358 Karluk IRA Council
15,789.00
15,789.00
15,989.18
15,789.00
15,789.00
100
15,789.00
Department 190 - Education / Culture / Recreation
$20,397.27
$20,396.04
$20,562.17
$20,489.00
$18,319.49
89%
$20,489.00
Totals
EXPENSE TOTALS
$20,397.27
$20,396.04
$20,562.17
$20,489.00
$18,319.49
89%
$20,489.00
Fund 100 - General Fund Totals
EXPENSE TOTALS
$20,397.27
$20,396.04
$20,562.17
$20,489.00
$18,319.49
89%
$20,489.00
Fund 100 - General Fund Totals
($20,397.27)
($20,396.04)
($20,562.17)
($20,489.00)
($18,319.49)
89%
($20,489.00)
Net Grand Totals
REVENUE GRAND TOTALS
$0.00
$0.00
$0.00
$0.00
$0.00
+++
$0.00
EXPENSE GRAND TOTALS
$20,397.27
$20,396.04
$20,562.17
$20,489.00
$18,319.49
89%
$20,489.00
Net Grand Totals
($20,397.27)
($20,396.04)
($20,562.17)
($20,489.00)
($18,319.49)
89%
($20,489.00)
Run by Dora Cross on 03/11/2024 11:39:37 AM
Page 1 of 1
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BUI?UTIGH
Budget Worksheet Report
Budget Year 2025
Run by Dora Cross on 03/11/2024 14:05:34 PM
Page 1 of 3
2021 Actual
2022 Actual
2023 Actual
2024 Amended
2024 Actual
Account Account Description
Amount
Amount
Amount
Budget
Amount FY24 % Used 2025 Level 1
Fund 100 - General Fund
EXPENSE
Department 191- Kodiak Colleges & Libraries
448.350 Kodiak Colleges
50,000.00
63,412.00
79,965.33
100,000.00
77,818.25 78 50,000.00
Department 191 - Kodiak Colleges & Libraries Totals
$50,000.00
$63,412.00
$79,965.33
$100,000.00
$77,818.25 78% $50,000.00
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Page 1 of 3
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WODLAS IS...LAD
BUWUGH
Account Account Description
2021 Actual
Amount
2022 Actual
Amount
2023 Actual
Amount
2024 Amended
Budget
Budget Worksheet Report
Budget Year 2025
2024 Actual
Amount FY24 % Used 2025 Level 1
Fund 100 - General Fund
EXPENSE
Department 192 - Non Profit Funding
Sub -Department 110- Health & Social Services
448.307 Humane Society
3,100.00
4,421.00
.00
.00
4,675.00
.00
448.308 Womens Resource Center
20,000.00
24,558.00
25,000.00
.00
23,375.00
.00
448.310 American Red Cross
3,100.00
2,947.00
5,000.00
.00
4,675.00
.00
448.319 Hospice of Kodiak
3,100.00
4,421.00
5,000.00
.00
4,675.00
.00
448.322 Senior Citizen Support
20,000.00
24,558.00
25,000.00
.00
23,375.00
.00
448.324 Hope Community Resources
3,100.00
4,421.00
5,000.00
.00
4,675.00
.00
448.380 Salvation Army
20,000.00
24,558.00
.00
.00
23,375.00
.00
448.382 Brother Francis Shelter
20,000.00
.00
10,000.00
.00
14,025.00
.00
448.402 Kodiak Area Transit System
.00
.00
5,000.00
.00
4,675.00
.00
448.412 Independent Living
.00
3,929.00
.00
.00
4,675.00
.00
448.413 Kodiak Kindness Project
.00
2,947.00
5,000.00
.00
2,805.00
.00
448.910 Funding / Non -Profits
.00
.00
.00
85,000.00
.00
85,000.00
450.119 COVID-19 Expenditures
839,525.00
.00
.00
.00
.00
.00
Sub -Department 110 -Health & Social Services
$931,925.00
$96,760.00
$85,000.00
$85,000.00
$115,005.00
135% $85,000.00
Totals
Run by Dora Cross on 03/11/2024 14:05:34 PM
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BUl?UTIGH
Budget Worksheet Report
Budget Year 2025
2021 Actual 2022 Actual 2023 Actual 2024 Amended 2024 Actual
Account Account Description Amount Amount Amount Budget Amount FY24 % Used 2025 Level 1
Fund 100 - General Fund
EXPENSE
Department 192 - Non Profit Funding
Sub -Department 120 - Education / Culture & Recreation
448.309 Alutiiq Museum & Archaeological Repository
448.325 Women's Bay Community Council
448.330 KMXT Public Radio
448.340 Kodiak Art Council
448.344 Chiniak Public Library
448.361 Kodiak Area Mentor Program
448.366 KANA Family Center
448.371 Kodiak Soil & Water Conservation
448.381 Native Village of Port Lions
448.400 Kodiak Rodeo & State Fair
448.405 Kodiak Teen Court
448.406 Kodiak Maritime Museum
448.409 Rural Alaska Community Action Program
448.410 St. Paul Preschool
448.411 Kodiak Archipelago Leadership Institute
448.414 Kodiak History Museum
448.416 Island Grad Project
448.417 University Of Alaska
448.418 Native Village of Afognak
448.910 Funding / Non -Profits
450.119 COVID-19 Expenditures
4,000.00
4,421.00
5,000.00
.00
4,675.00
.00
1,000.00
.00
.00
.00
.00
.00
4,000.00
9,824.00
20,000.00
.00
18,700.00
.00
3,100.00
7,367.00
2,500.00
.00
4,675.00
.00
.00
.00
.00
.00
1,000.00
.00
4,750.00
4,421.00
2,500.00
.00
4,675.00
.00
3,100.00
4,912.00
15,000.00
.00
.00
.00
3,100.00
4,814.00
5,000.00
.00
4,675.00
.00
.00
.00
.00
.00
4,675.00
.00
4,000.00
.00
.00
.00
.00
.00
.00
5,992.00
5,000.00
.00
4,675.00
.00
4,000.00
4,912.00
5,000.00
.00
2,337.50
.00
3,100.00
3,929.00
.00
.00
.00
.00
1,200.00
3,000.00
.00
.00
.00
.00
.00
9,824.00
.00
.00
.00
.00
.00
9,824.00
5,000.00
.00
2,805.00
.00
.00
.00
.00
.00
4,675.00
.00
.00
.00
.00
.00
14,681.75
.00
.00
.00
.00
.00
4,675.00
.00
.00
.00
.00
85,000.00
.00
85,000.00
4,289,729.60
(353.07)
.00
.00
.00
.00
0
Sub -Department 120 - Education / Culture &
$4,325,079.60
$72,886.93
$65,000.00
$85,000.00
$76,924.25
90%
$85,000.00
Recreation Totals
Department 192 - Non Profit Funding Totals
$5,257,004.60
$169,646.93
$150,000.00
$170,000.00
$191,929.25
113%
$170,000.00
EXPENSE TOTALS
$5,307,004.60
$233,058.93
$229,965.33
$270,000.00
$269,747.50
100%
$220,000.00
Fund 100 - General Fund Totals
EXPENSE TOTALS
$5,307,004.60
$233,058.93
$229,965.33
$270,000.00
$269,747.50
100%
$220,000.00
Fund 100 - General Fund Totals
($5,307,004.60)
($233,058.93)
($229,965.33)
($270,000.00)
($269,747.50)
100%
($220,000.00)
Net Grand Totals
REVENUE GRAND TOTALS $0.00 $0.00 $0.00 $0.00 $0.00 +++ $0.00
EXPENSE GRAND TOTALS $5,307,004.60 $233,058.93 $229,965.33 $270,000.00 $269,747.50 100% $220,000.00
Net Grand Totals ($5,307,004.60) ($233,058.93) ($229,965.33) ($270,000.00) ($269,747.50) 100% ($220,000.00)
Run by Dora Cross on 03/11/2024 14:05:34 PM
Page 3 of 3
Kodiak Island Borough
OFFICE of the MANAGER
TO: Kodiak Island Borough Assembly
FROM: Aimee Williams
RE: Manager's Report, March 14, 2024
710 Mill Bay Road
Kodiak, Alaska 99615
Phone (907) 486-9301
Manager's Department
Human Resources — Congrats to Meagan Christiansen for earning her Society for
Human Resources Management — Certified Professional certificate.
She undertook an advanced certification program that taught HR policies and
strategies. After months of studying, she passed and is officially has her SHRM-CP
credential.
KIB Website — We are about to start a redesign of the KIB website. There are planned
additions of a frequently asked questions page, more information about the solid waste
contract and waste disposal options, and navigation upgrades. If anyone has feedback
on changes they would like to see with the site, please let me know so that we can
consider incorporating them into the design.
Touch Tank — New hours start next week during spring break. The touch tank will be
open on Tuesday and Thursday from 12PM — 4PM.
KANA — Met with Tyler Kornelis today about the Kodiak Region's Comprehensive
Economic Development Strategy (CEDS) document and the one-year rewrite of the
plan.
Job Openings— General Accountant (Finance) and Project Manager (E&F)
Upcoming Work Session Topics —
• March 28th — Procurement process and procurement code, Budget Review of
Emergency Preparedness, Buildings & Grounds, and Engineering and Facilities
• April 11th — Use of KIB Land
Upcoming Travel —
Vacation — May 8-10, 2024
Page 100 of 105
Community Development —
Planning & Zoning Commission — The Commission held a work session on March 13,
2024. The Commission reviewed one subdivision case, the amendments to the ADU
ordinance and related sections, and a review of a rewrite of Chapter 17.250 KIBC
related to rezones and code amendments. The Commission will hold its regular meeting
on March 20, 2024; the subdivision case and the ADU amendments with related Title 17
amendments will be heard.
Multi -Jurisdiction Multi -Hazard Mitigation Plan Update —
• The next step in the planning process will be public outreach and future public
kickoff meetings on April 2 (Zoom meeting) and April 26 in the Assembly
Chambers; each meeting will begin at 6 pm.
• The Community Development Department has created a website for the plan
update process. The website can be found at https://tinyuri.com/2024kibhm and
the public can find out more information about public meetings and additional
information as it becomes available.
Assessing Department
Appeal Period - March 1 through 29 is appeal period for those Notice of Values.
Assessing. Staff has been busy with seeing taxpayers and helping everyone understand
the process.
Current Projects -
o Property cleanup for Tyler Conversion
o Tyler Requests for Conversion information currently is critical reports used by
Assessing
Exemptions - 4 new exemption applications were received by the Jan. 15 deadline for
2024 for either non-profit religious or charitable uses. (KANA Marketplace, KCHC,
Alutiiq Museum and Calvary Baptist Church Bells Flats)
Upcoming Travel —
Director Vacation — May 15-31, 2024
Finance Department
Property Taxes —
• Real Property: One year redemption period starts April 12tH
• Personal Property: Borough staff has posted delinquent notices at personal
property locations and is preparing the small claims documents for the court.
Staffing — We are still advertising for an accountant position.
Page 101 of 105
Engineering and Facilities
HFAB — Hospital Facilities Advisory Board — The next scheduled meeting is April 15,
2024. A PKIMC / KIB staff meeting will be scheduled for the week of March 181h to
update the R&R List per the lease language.
Old Mental Health Facility — Sampling delayed by environmental firm. These tests will
be required to proceed with decision making as to the disposition of the facility.
PKIMC —
• Elevator Upgrade Project questions are being received and answers are being
developed. Staff has met with the State of Alaska Elevator Inspector to review
items required. Staff is preparing the addendum for release. Staff anticipates
additional Request for Information (RFI) questions.
• Providence Real Estate staff is continuing with the scoping of maintenance and
replacement equipment and systems at the hospital facility.
• ARB reviewed preliminary plans for the Automatic Transfer Switch replacement
to discuss require space allocation for the new updated switches. Reviewed
developing plans for chiller system associated with the HVAC and Sterilization
Equipment at PKIMC. Multiple concerns were aired, and Providence is looking at
the variety of questions and statements made.
Solid Waste Contract Committee —Staff has been requested to prepare a list of the
additional change requests for review. Staff has prepared the requested list for review.
Next meeting is scheduled for March 19, at 1:00pm in the Borough Conference Room.
Landfill —
• Denali Commission Funding — The joint application with KANA was turned into
the Denali Commission today. If awarded, KIB will receive $250,000 to be used
towards a new Solid Waste Management Plan.
• Baler Facility Tipping Floor - Wear Floor Area is being reviewed and new
drawings with demolition specification are being produced by PND Engineering
Group. Possible new concrete mix design will be recommended for longevity.
KFRC-
• Discharge Permit — Permit is in place. Staff has begun sampling, testing, and
documenting required results.
• Long Technologies technician is being scheduled to review and define required
updates for programming and hardware as needed.
KIBSD —
Page 102 of 105
• Middle School Elevator Upgrade has generated a site visit with the State of
Alaska Elevator Inspector, Casey Crowder. Staff has prepared a list of questions
and Crowder is providing input. A discussion will be held with Mr. Hansen to
ensure compliance locally.
• East Roof Proposal Package — Design Work has been ordered.
North Star Roof Replacement and Skylight Replacement — An Architectural
Review Board met and reviewed the presented plans. Board discussed
alternative bidding schedules by breaking out specific roof sections to spread out
the repair or replacement costs. The preliminary estimate done by the architect is
as follows: Base Bid- $2,534,450.00. Alternate #1 (Skylight) $387,750.00 Final
cost with contingencies is $3,174,237. Updates will be provided to the costs once
the new section costs are received.
• Petersen Roof — Regular bi -monthly meetings are continuing. Anticipate on site
work to begin in April 2024. Weather dependent. Base Housing Office has been
contacted. Base will allow working hours of 7 — 7, seven days per week to
facilitate completion.
Leachate Treatment Plant — The contractor and engineering firm are attempting to
rectify the lack of meeting the gallons per minute of the associated new pumps. New
Change Order Request has been received and is being analyzed. Concrete floor repair
is anticipated to begin the week of March 25th. Discussions are ongoing.
Long Term Care — Spill costs have been forwarded to Providence and fees are being
figured out by KIB and Providence financial directors. Lease requires discussion and
negotiation.
Borough Building — The project is at a point where neither Long Technologies (for
direct digital controls) nor the electrical contractor can finish the project until our
contractor completes a list of items that were identified by RSA Engineering.
The contractor has been contacted several times to ask for a completion timeline. The
contractor has failed to commit to any type of timeline to wrap-up the project.
Asphalt patching required cannot be completed until summer of 2024.
Sargent Creek Park Equipment - Bid opening was held 3/8/2024. Bids are being
reviewed.
Architecture Review Board — No meeting is currently scheduled.
Upcoming Travel —
Director Vacation — April 8-26, 2024
.4
Page 103 of 105
costs and feasibility of upgrading them (PFSense) to a Next Generation Firewall
(NGFW)
VPN Assessment — looking at improving the stability and usability of the Client VPN
technology implemented at the Borough. Ideally the VPN technology will be automatic,
and able to be used behind remote unmanaged firewalls.
Win911 Review — IT is also working with Jacobs Engineering and our Engineering &
Facilities Department to review and update if needed our Win911 system.
Network Security Assessment — IT is evaluating existing network security
infrastructure to see if we can improve our security posture by leveraging existing
investments in Network Security technology.
Training and Skills — IT is working on improving our overall skills by pursuing
certifications: Training (CCNA, PowerShell, Microsoft Hybrid Server, MSSQL)
Page 104 of 105
IT Department
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 kibresource.org.
Rename kib.local to kodiak.us – IT is researching a project to rename the kib.local
Microsoft Windows forest to kodiakak.us – this will align our systems with Microsoft best
practices and provide a solid foundation for subsequent additional infrastructure and
security measures. – currently in the early testing phase.
GIS- Aggregating and simplifying tools for Borough and public use:
i. Working on moving archival data to current GIS website for backwards
compatibility.
ii. Working on the Parcel Fabric (Basically making the parcel lines more
accurate to reality through a long arduous process)
iii. Assisting Community Development with data for their Comprehensive plan.
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.
Network Security - Ongoing efforts to improve overall network security.
L Active directory accounts review
ii. Active Directory reorganization
iii. Group policy review
iv. Network device vulnerability scanning
V. System Patch policy and enforcement
vi. SSH and other access methods checked for security issues
Office 365 Training and Deployment - Microsoft Teams will be rolled out for
communication use.
Security Audit Grant – IT is preparing for a security audit of the KIB systems that will
be paid for via a grant.
Firewall Assessment — currently the Borough is not using the latest generation
firewall technology (which are application aware) to protect its public facing assets such
as the Borough web site and other infrastructure resources. IT is currently assessing the
Page 105 of 105
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VERSION 2-ARNDT
CLEAN — NO MARK UP
KODIAK ISLAND BOROUGH
ORDINANCE NO. FY2024-17
AN ORDINANCE OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH AMENDING
TITLE 2 ADMINISTRATION AND PERSONNEL, SECTION 2.30 RULES OF THE ASSEMBLY,
SECTIONS 2.30.060 ORDER OF BUSINESS AND AGENDA, AND SECTION 2.30.070
ORDINANCES, RESOLUTIONS, AND MOTIONS TO UPDATE PROCESSES FOR AGENDA
SETTING AND SUBMISSION OF ITEMS
WHEREAS, this ordinance is submitted in order to update processes for agenda setting and
submission of items.
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 2.30.060 of the Kodiak Island Borough Code of Ordinances is amended
to read as follows:
2.30.060 Order of business and agenda.
A. Order of Business. The order of business for each regular meeting of the assembly shall be
as follows:
1. Invocation.
2. Pledge of Allegiance.
3. Statement of land acknowledgment.
4. Roll call.
5. Approval of agenda and consent agenda. (Approval of consent agenda passes all items
indicated. Consent agenda items are not considered separately unless an assembly member
so requests. In the event of such request, the item is returned to the general agenda.)
6. Approval of minutes.
7. Citizens' comments.
a. Agenda items not scheduled for public hearing and general comments.
8. Awards and presentations.
9. Committee reports.
10. Public hearing.
11. Borough manager's report.
12. Messages from the borough mayor.
13. Consideration of calendar — unfinished business.
14. Consideration of calendar — new business.
a. Contracts.
b. Resolutions.
Ordinance No. FY2024-17
Version 2
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c. Ordinances for introduction.
d. Other items.
15. Citizens' comments.
16. Assembly members' comments.
17. Adjournment.
B. Agenda. The majority between the mayor, deputy presiding officer, and manager shall
determine items for the agenda of the assembly during agenda setting. After agenda setting, a
unanimous agreement between the three is needed in order to add items on the agenda. Subject
to provisions of subsection C of this section, no business may be transacted, nor any measure
considered that is not on the agenda. The clerk shall prepare an agenda for each meeting, and
it shall be distributed to assembly members, along with the meeting packet at least three days
prior to the meeting. Special meeting agendas will be available for the public not less than 24
hours prior to the meeting.
C. Agenda Additions. An item that is not on the regular meeting agenda may be considered only
by unanimous consent, and when the time for its consideration arrives, the chair shall lay it before
the assembly.
D. Submission of items.
1. Two assembly members may sponsor a work session agenda item by filling out an agenda
item request form. Such request shall be scheduled within 60 days from submission of the
request form.
2. The mayor or two assembly members may sponsor ordinances, resolutions, or other items
on the agenda by filling out an agenda item request form. The request shall be scheduled
as an item for discussion at a work session within 60 days from submission of the request
form, and the majority of the Assembly shall develop consensus if and when the item
should be scheduled on an agenda.
3. The beer and borough clerk may submit items that are routine in nature and
within the scope of the performance of their duties.
Section 3: That Section 2.30.070 Ordinances, resolutions, and motions of the Kodiak Island
Borough Code of Ordinances is amended to read as follows:
2.30.070 Ordinances.
A. The following procedure governs the enactment of all ordinances, except emergency
ordinances which are specified in KIBC 2.30.075.
1. An ordinance shall be set by the assembly for a public hearing by the affirmative vote of a
majority (four) of the votes authorized on the motion;
2. At least five days before the public hearing, a summary of the ordinance shall be published
together with a notice of the date, time, and place for the hearing. At least six days shall lapse
between introduction and final passage;
3. Copies of the ordinance shall be made available at the hearing, or the ordinance shall be read
in full;
5. During the hearing, the assembly shall hear all interested persons wishing to be heard;
Ordinance No. FY2024-17
Version 2
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6. After the public hearing, the assembly shall consider the ordinance and may adopt it with or
without amendment;
7. The clerk shall print a copy of the ordinance for permanent retention.
B. An ordinance takes effect upon adoption or at a later date specified in the ordinance.
C. This section does not apply to an ordinance proposed under AS O4.11.507(d) relating to
procedure for local option elections.
D. Voting.
1. All assembly members present shall vote unless the assembly for special reason permits a
member to abstain, except no assembly member may vote on a motion in which he has a
substantial financial interest. All motions to excuse a member shall be made before the call of
"ayes" and "noes" is commenced, and any member requesting to be excused from voting may
make a brief statement of the reasons for making such a request, and the vote shall be taken
without further debate.
2. If a member refuses to vote, the clerk shall record a vote for the prevailing side. The "prevailing
side" is the side that carried the motion and is described as follows:
a. If the motion passed, having received the affirmative votes of the quorum, that is the prevailing
side; or
b. If the motion failed, having not received the affirmative votes of the quorum, that is the
prevailing side.
3. No member shall be allowed to explain his vote or discuss the motion while the "ayes" and
"noes" are being called. A member may change his vote between the time of calling for the vote
by the clerk and the announcement of the result by the chair or the clerk. The chair or the clerk
shall ask if anyone wishes to change their vote.
4. The vote upon any motion shall be "ayes" and "noes" and shall be recorded in the minutes of
the assembly. In the case where only six members of the assembly are present and there is a
three/three tie vote of the assembly, the mayor may vote. No resolution, ordinance or motion
before the assembly shall be valid unless affirmed by a majority (four) vote of the assembly.
E. Numbering Ordinances and Resolutions. A number shall be assigned to each ordinance or
resolution by the clerk prior to introduction.
F. Ordinance and Resolution Passage Procedures. When passed by the assembly, an ordinance
or resolution shall be signed by the mayor and attested by the clerk; and it shall be immediately
filed and thereafter preserved in the office of the clerk.
G. Request for Legal Opinions. During a work session or a meeting, any two or more members
of the assembly may request written legal opinions, relating to borough business, from the
attorney through the manager's or the clerk's office. Upon receipt of assembly -requested written
legal opinion, the clerk shall forthwith cause to have distributed the written legal opinion to all
assembly members so that all members may be fully informed of the status of borough affairs.
Effective Date: This ordinance takes effect upon adoption.
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
THIS DAY OF . 202X
Ordinance No. FY2024-17 Page 3 of 4
Version 2
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KODIAK ISLAND BOROUGH
Scott Arndt, Borough Mayor
Introduced by: Mayor and Assembly
First reading:
Second reading/public hearing:
VOTES:
Ayes:
Noes:
Ordinance No. FY2024-17
Version 2
ATTEST:
Nova M. Javier, MMC, Borough Clerk
Page 4 of 4
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VERSION 2-ARNDT
KODIAK ISLAND BOROUGH
ORDINANCE NO. FY2024-17
AN ORDINANCE OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH AMENDING
TITLE 2 ADMINISTRATION AND PERSONNEL, SECTION 2.30 RULES OF THE ASSEMBLY,
SECTIONS 2.30.060 ORDER OF BUSINESS AND AGENDA, AND SECTION 2.30.070
ORDINANCES, RESOLUTIONS, AND MOTIONS TO UPDATE PROCESSES FOR AGENDA
SETTING AND SUBMISSION OF ITEMS
WHEREAS, this ordinance is submitted in order to update processes for agenda setting and
submission of items.
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 2.30.060 of the Kodiak Island Borough Code of Ordinances is amended
to read as follows:
2.30.060 Order of business and agenda.
A. Order of Business. The order of business for each regular meeting of the assembly shall be
as follows:
1. Invocation.
2. Pledge of Allegiance.
3. Statement of land acknowledgment.
4. Roll call.
5. Approval of agenda and consent agenda. (Approval of consent agenda passes all items
indicated. Consent agenda items are not considered separately unless an assembly member
so requests. In the event of such request, the item is returned to the general agenda.)
6. Approval of minutes.
7. Citizens' comments.
a. Agenda items not scheduled for public hearing and general comments.
8. Awards and presentations.
9. Committee reports.
10. Public hearing.
11. Borough manager's report.
12. Messages from the borough mayor.
13. Consideration of calendar — unfinished business.
14. Consideration of calendar — new business.
a. Contracts.
b. Resolutions.
Ordinance No. FY2024-17
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c. Ordinances for introduction.
d. Other items.
15. Citizens' comments.
16. Assembly members' comments.
17. Adjournment.
B. Agenda. The majority between the mayor, deputy presiding officer, and manager shall
determine items for the agenda of the assembly during agenda settin , -sAA�'est-ta a66eFHbly�
❑ member of the a66emhly, delegate to the assecnblu the rr, geF .tr_4e= FRaye " "^7
,hmit items in the G!eFk to he placed -von the agenda. After agenda setting, a unanimous
agreement between the three is needed in order to add items on the agenda. Subject to provisions
of subsection C of this section, no business may be transacted, nor any measure considered that
is not on the agenda. The clerk shall prepare an agenda for each feguaFmeeting- after GORE-uI};^^
vAh theF*;aroFandMaRagW. The agenda and it shall be distributed to assembly members, along
with the meeting packete„e-Neer at_least three days prior to the_-FegulaFmeeting. Special
meeting aAgendas will be available for the public not less than 24 hours prior to the meeting.
C. Agenda Additions. An item that is-&A*rt not on the regular meeting agenda may be
considered only by unanimous consent, and when the time for its consideration arrives, the chair
shall flay it before the assembly.
DD. Rea&gg Minutes. URl ss a Fea ing of the mfid,.+c assembly mee4i�sFpGy ed by
thin _ min 61te6 Fn ay he nnnrrt. ed with n,.f Fea dof;g if fheeU! ra�����ifth� nlerk p Fevi a uslyi �i�rn'iMshed�e
rnb6 'ith a Gopy theFee-.
f
D. Submission of items.
1. Two assembly members may sponsor a work session agenda item by filling out an agenda
item request form. Such request shall be scheduled within 60 days from submission of the
request form.
2. The mayor or two assembly members may sponsor ordinances, resolutions, or other items
on the agenda by filling out an agenda item request form. The request shall be scheduled
as an item for discussion at a work session within 60 days from submission of the request
form, and the majority of the Assembly shall develop consensus if and when the item
should be scheduled on an agenda.
3. The berpugh maRageF and borough clerk may submit items that are routine in nature and
within the scope of the performance of their duties.
Section 3: That Section 2.30.070 Ordinances, resolutions, and motions of the Kodiak Island
Borough Code of Ordinances is amended to read as follows:
2.30.070 Ordinances-,res-eWtiens and-matietvs.
Ar-AR-9Fr{,urnan Ge wFiting in the fe FFn fe yylmFed hip }he as69FRI@I,r
AS. The following procedure governs the enactment of all `ordinances, except emergency
ordinances which are specified in KIBC 2.30.075.
4 ❑n..sF448* d.. b. amembeF 0 mG9MMittee Of aSGembly, or her the nr
Ordinance No. FY2024-17 Page 2 of 4
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13. An ordinance shall be set by the assembly for a public hearing by the affirmative vote of a
majority JfquLrLof the votes authorized on the questm motion;
23. At least five days before the public hearing, a summary of the ordinance shall be published
together with a notice of the date, time,, and place for the hearing. At least six days shall lapse
between introduction and final passage;
34. Copies of the ordinance r
er r�e;-+shall be made available to all Pe«ORS pfesent-at the
hearing, or the ordinance shall be read in full;
5. During the hearing, the assembly shall hear all interested persons wishing to be heard;
6. After the public hearing, the assembly shall consider the ordinance and may adopt it with or
without amendment;
7. The clerkassembly shall print a copy of the ordinance for permanent retention.nd mane
BS. An ordinance takes effect upon adoption or at a later date specified in the ordinance.
C9. This section does not apply to an ordinance proposed under AS 04.11.507(d) relating to
procedure for local option elections.
FE. R6_Qr__ardsna Of VE)tac Tha .1ayes" and" A oacu ohal' he taken Lipari the pas6age of a.4-GFd1Ra
D1=. Voting.
1. All assembly members present shall vote unless the assembly for special reason permits a
member to abstain, except no assembly member may vote on a gWestien motion in which he has
a substantial financial interest. All motions to excuse a member shall be made before the call of
"ayes" and "noes" is commenced, and any member requesting to be excused from voting may
make a brief statement of the reasons for making such a request, and the vote shall be taken
without further debate.
2. If a member refuses to vote, the clerk shall record a vote for the prevailing side. The "prevailing
side" is the side that carried the gaestienmotion and is described as follows:
a. If the questienmotion passed, having received the affirmative votes of the quorum, that is the
prevailing side; or
b. If the gaestienmotion failed, having not received the affirmative votes of the quorum, that is
the prevailing side.
3. No member shall be allowed to explain his vote or discuss the question motion while the "ayes"
and "noes" are being called. -W A member may change his vote between the time of calling for
the vote by the clerk and the announcement of the result by the chair or the clerk. The chair or
the clerk shall ask if anyone wishes to change their vote.
4. The vote upon any gaeslaenmotion shall be "ayes" and "noes" and shall be recorded in the
minu�tesiew" of the assembly. In the case where only six members of the assembly are present
and there is a three/three tie vote of the assembly, the mayor may vote. No resolution, ordinance
or motion before the assembly shall be valid unless affirmed er denied by a majority four of the
votes -te-wt of the assembly4&-en+,flea of; the quest
5-$yal Of eaGh_.erdi e shat feq-uire`yM'i�. affiFinati .�T to of a majority of he e!eVte,.,dF
McMbeFS of thO a OMblly,OXr�t as eth-'naicecifi d by b9FAh
LlipX�w4tt�+.�a
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EG. Numbering Ordinances and Resolutions. A number shall be assigned to each ordinance or
resolution by the clerk prior to introduction.
F#. Ordinance and Resolution Passage Procedures. When passed by the assembly, an
ordinance or resolution shall be signed by the mayor and be -attested by the clerk; and it shall be
immediately filed and thereafter preserved in the office of the clerk.
G1. Request for Ord-+namn-es e�FLegal Opinions. AFiy member o"*vs-assem bly may Feq_uest
m�nrl r.ar nr th-
sle rL to have rrc oared nrnnnc.od nrd ir, �. r.sos-.6 Ll Gh GrcliR anr+er t� be E) 1 aGed 8R
66tFibuted to m �9f }�6' y in ar.Ga rel ansa with to FAA e..-L.edu1 es set fa Fth in SU b68 Gtii GR
_R ef this sen_tlen. During a work session or a meeting, any two or more members of the assembly
may request written legal opinions, relating to borough business, from the attorney through the
manager's or the clerk's office. Upon receipt of assembly -requested
written legal opinion, the clerk shall forthwith cause to have distributed the
written legal opinion to all assembly members so that all members may be fully informed of the
status of borough affairs.
j--met4R6. 1w8o_ a 6 marls and seGeAded it shall he stated by the nhair � being_jp
seseRded.
Effective Date: This ordinance takes effect upon adoption.
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
THIS DAY OF , 202X
KODIAK ISLAND BOROUGH
ATTEST:
Scott Arndt, Borough Mayor
Nova M. Javier, MMC, Borough Clerk
Introduced by: Mayor and Assembly
First reading:
Second reading/public hearing:
VOTES:
Ayes:
Noes:
Ordinance No. FY2024-17 Page 4 of 4
Version 2
Meeting Type:
KODIAK ISLAND BOROUGH
Assembly Work Session
Date: M 6wck IR
Please PKIN I vour name leaibiv Phone number