2025-02-04 Joint Work Session with City CouncilKodiak Island Borough Assembly And
City Council Joint Work Session
Agenda
Tuesday, February 4, 2025, 6:30 p.m.
Assembly Chambers
Borough Chairing
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Joint work sessions are informal meetings of the Borough Assembly and City Council where
elected officials discuss issues that affect both Borough and City governments and residents.
Although additional items not listed on the joint work session agenda are sometimes discussed
when introduced by elected officials, staff, or members of the public, no formal action is taken
at joint work sessions and items that require formal action are placed on a regular Borough
Assembly and/or City Council meeting agenda. Public comments at work sessions are NOT
considered part of the official record. Public comments intended for the "official record" should
be made at a regular Borough Assembly or City Council meeting.
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. Kodiak Emergency Preparedness Update 3 - 19
Agreement for Emergency Services KIB and CoK
27 Jan - 02 Feb Weekly Situation Report
Emergency Management Update & After Action Report
B. Short Term Rentals Discussion 20 - 23
Short Term Rental Discussion
C. ZAC Foundation Water Safety Camp Discussion 24 - 26
Zac Foundation Information
D. Discussion For A Joint Advocacy For Restaurant And Eating 27 - 42
Place Licenses (REPLs)
Additional REPLs 04.11.405 (1)
City of Kodiak Resolution No. 2024-15.pdf
Email Correspondence to KIB AS O4.11.405 Petition for
additional REPL
3. Next Meeting Schedule
Page 1 of 64
4. Future Discussion Items
5. Information Materials
A. Meeting Materials
43-64
This meeting is open to the public and will be broadcast on the Kodiak Island 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 toll free at (855) 492-9202.
Page 2 of 64
AGENDA ITEM #2.A.
AGREEMENT FOR EMERGENCY MANAGEMENT SERVICES
Between
KODIAK ISLAND BOROUGH
and
CITY OF KODIAK
THIS AGREEMENT is made and entered into by and between the Kodiak Island Borough,
("Borough") and the City of Kodiak, ("City,") in consideration of the mutual promises contained
herein and shall be effective January 17, 2025.
WHEREAS, the City exercises emergency management responsibilities pursuant to
Kodiak Island Borough Code Chapter 2.110 and Kodiak City Code Chapter 2.32; and
WHEREAS, the Borough and the City have established Community Emergency
Preparedness Plans; and
WHEREAS, the Borough and the City have one coordinated Emergency Management
Plan; and
WHEREAS, the Borough believes the City is better equipped to coordinate and
implement an areawide Emergency Management Program, and the Borough and the City believe
it to be in the best interest of their citizens that the Borough contract with the City to provide
emergency management services;
NOW, THEREFORE, the parties hereto covenant and agree as follows:
Section 1. PURPOSE.
It is the purpose of this Agreement to provide an economical mechanism to provide for the
organization of a coordinated effort to the common defense and protect the public peace, health,
and safety of the people of the signatory jurisdictions against the existing and increasing
possibility of the occurrence of major emergencies or disasters, either man-made or from natural
causes.
Section 2. DEFINITIONS
In this contract:
A. "Emergency Management" means preparation for emergencies and disasters and the
organization and coordination of emergency functions to mitigate, respond to, and recover
from emergencies and disasters and aid community members suffering from injury,
damage or displacement resulting from emergencies or disasters caused by all hazards,
whether natural or man-made.
B. "Emergency or Disaster" shall mean an event or set of circumstances which:
KIB and COK MOA Emergency Management Services
City Contract No.
Page 1 of 8
Kodiak Emergency Preparedness Update
Page 3 of 64
AGENDA ITEM #2.A.
Immediate action will likely preserve public health, and protect life and property
by providing relief to any stricken community overtaken by such occurrences that
prove to be outside the normal operational capabilities of local emergency
responders or;
ii. Reaches such a dimension or degree of destructiveness as to warrant
the Emergency Services Council to declare a state of emergency
pursuant to the Kodiak EOP.
C. "EOP" means the Kodiak Emergency Operations Plan which is a regional emergency
preparedness and response plan adopted by the Emergency Services Council to guide
emergency preparedness, mitigation, response, and recovery efforts, dated March 2018, or
its successor document.
Section 3. SCOPE OF AGREEMENT.
The Emergency Management Work Plan, Attachment A to this Agreement, and as additionally
stated herein, sets forth the parties' understanding of what each may do under this Agreement.
This Agreement does not create, nor shall it be interpreted to result in, any duty owed to any
person not a party to this Agreement and the Borough and City shall fully retain their respective
authority and immunities and duties imposed by law without delegation or modification.
Section 4. LIMITED COMPENSATION
A. This Agreement does not provide for any compensation to the City for any municipal
service, including any Emergency Management or emergency response, exercised or
performed by the City, its officers, employees, or agents, outside the incorporated territory
of the City of Kodiak.
B. Solely as compensation for the City performing the services described in Attachment A,
I.A.1-8, the Borough shall pay the City fifty (5000) percent of the annual payroll costs for
an Emergency Manager. All payments are subject to legislative appropriation. No
additional compensation in excess of this amount may be claimed unless previously
provided for by written amendment.
Section 5. TERM OF AGREEMENT.
The term of this Agreement is for a period of five (5) years and shall become effective on
January 17, 2025 through January 16, 2029, unless earlier terminated pursuant to Section 8,
Termination. The parties may review and renegotiate terms and costs annually.
Section 6. DUTIES & IMMUNITIES.
Nothing in this Agreement shall affect any power, right, privilege or immunity afforded to the City
or the Borough by A.S. Title 26, Chapter 09.65 or other applicable statute or municipal code or
ordinance. Whenever an emergency responder from the Borough renders services under this
KIB and COK MOA Emergency Management Services
City Contract No.
Page 2 of 8
Kodiak Emergency Preparedness Update
Page 4 of 64
AGENDA ITEM #2.A.
Agreement within the City of Kodiak, it shall be deemed in response to a request from the City of
Kodiak. Whenever an emergency responder from the City renders services under this Agreement
within the Kodiak Island Borough but outside of the City of Kodiak, it shall be deemed in response
to a request from the Kodiak Island Borough and the Kodiak Island Borough shall at all times
retain operational control of its employees, notwithstanding that the Borough may allow the City
to exercise such control on behalf of the Borough.
Section 7. INSURANCE.
A. The City shall provide liability insurance. Upon request, the City shall provide the Borough
with evidence of the insurance coverage in force. If the Borough should conclude that the
insurance coverage obtained by the City is inadequate to protect its interest, the Borough
shall give the City written notice of its concerns and may request that the insurance
coverage maintained by the City be broadened or increased in certain particulars.
B. Any liability insurance policy obtained by either the City or the Borough shall contain a
waiver of all subrogation claims against the other party.
Section 8. AMENDMENT OR TERMINATION.
Either party may terminate this Agreement with or without cause upon ninety (90) days' written
notice to the other party. This Agreement may be amended by written agreement of the parties.
Section 9. HOLD HARMLESS AND INDEMNIFICATION
The Borough agrees to defend, indemnify and hold harmless the City against any and all liabilities,
claims, demands, lawsuits, or losses, including costs and attorney fees incurred in defense thereof,
arising out of or in any way connected or associated with this Agreement.
Section 10. NOTICES.
Any notice required pertaining to the subject of this contract shall be personally delivered or mailed
by prepaid first class registered or certified mail, return receipt requested, to the following
addresses:
KODIAK ISLAND BOROUGH
Borough Manager
710 Mill Bay Road #125
Kodiak, AK 99615
Section 11. GENERAL
CITY OF KODIAK
City Manager
710 Mill Bay Road #114
Kodiak, AK 99615
Neither party may assign or transfer this Agreement or any rights or obligations hereunder without
the prior written consent of the other party. This Agreement constitutes the entire agreement
between the parties with respect to the subject matter hereof and supersedes all previous
KIB and COK MOA Emergency Management Services
City Contract No. Page 3 of 8
Page 5 of 64
Kodiak Emergency Preparedness Update
AGENDA ITEM #2.A.
negotiations, proposals, commitments, writings, and understandings of any nature whatsoever.
Any changes to this Agreement requested by either party may only be effected if mutually agreed
upon in writing by duly authorized representatives of the parties hereto.
IN WITNESS WHEREOF, the parties have executed this contract on the date shown
below:
CITY OF KODIAK
Josephine H. Bahnke
Acting City Manager
ATTEST:
Michelle Shuravloff-Nelson, MMC
City Clerk
KODIAK ISLAND BOROUGH
Date Aimee Williams Date
Borough Manager
ATTEST:
` ori17ba
.Nova Javier
Date
I4Wr-ow-h Clerk
M
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KIB and COK MOA Emergency Management Services
City Contract No.
Page 4 of 8
Kodiak Emergency Preparedness Update
Page 6 of 64
AGENDA ITEM #2.A.
Attachment A
Emergency Management Work Plan
During the term of the Agreement for Emergency Management Services, the City:
A. Shall perform the following administrative and organizational services:
1. Assign a single point of contact as the authorized representative for administration of
this Agreement. The City's authorized representative for this Agreement is the City
Manager or their designee. At this time, the City Manager's designee for this
Agreement is the City Fire Chief.
2. Represent the Borough and the City with local state and federal partners on issues
pertaining to Emergency Management.
3. In addition to public education presentations for City residents, provide public
education presentations on emergency preparedness issues as requested by the
Borough and as resources are available.
4. Coordinate emergency management training for City and Borough staff and/or
officials as reasonably requested by the appropriate authorities and as resources are
available.
5. Manage and coordinate the Local Emergency Planning Committee and from time to
time update the Kodiak Emergency Operational Plan consistent with AS 26.23.073
and the Kodiak Hazard Mitigation Plan.
6. Meet with Borough staff on a quarterly basis to discuss Emergency Management
issues, including but not limited to training, communication, past performance in
emergencies or drills, etc.
7. Assist the Borough with applying for federal funds reimbursing costs expended
responding to emergencies. The Borough shall hold the City harmless in the event
that a grant application does not secure federal funding. Each entity will be
responsible for compliance with the terms of grants it receives, and will hold the
other entity harmless in the event that the grantee agency fails to comply with all
grant terms.
8. Upon request from the Borough Manager, provide the Borough with copies of
progress reports submitted for emergency management grants, including, but not
limited to, the Emergency Management Performance Grant (EMPG), Homeland
Security Grant Programs (HSGP), etc.
B. Is authorized to:
KI8 and COK MCA Emergency Management Services
City Contract No.
Page 5 of 8
Kodiak Emergency Preparedness Update
Page 7 of 64
AGENDA ITEM #2.A.
1. Provide Emergency Management for Borough residents, twenty-four (24) hours per
day, three hundred and sixty-five (365) days per year.
2. In accordance with the EOP, coordinate activities in the Emergency Operations Center
(EOC) for any declaration of a disaster or emergency in the Borough or the City; or in
support of any emergency incident that the Borough or the City requests such support:
or that requires multi -agency response coordination.
3. In accordance with the EOP and the Emergency Services Director, provide warning
and emergency public information during disasters or emergencies using available
and appropriate City and Borough resources. The City cannot guarantee the
availability of resources from other agencies or municipalities.
4. In accordance with the EOP, provide communication and general administrative
assistance in the event of a declared disaster or emergency to the extent of the City's
knowledge.
II. During the term of the Agreement for Emergency Management Services, the Borough
shall:
I . Assign a single point of contact as the authorized representative for administration of
this Agreement. The Borough's authorized representative for this Agreement is the
Borough Manager or their designee. The Borough Manager's designee for this
Agreement is the currently assigned Administrative Official.
The Borough shall support all City efforts to secure grant funds to compensate for the
cost of providing emergency management services. Notwithstanding the above, the
City shall have no obligation to provide to the Borough any funds it receives from
federal agencies reimbursing costs expended by the City in responding to disasters or
other emergencies as described in this Agreement; nor shall the Borough have any
obligation to provide to the City any funds it receives from federal agencies
reimbursing costs expended by the Borough in responding to disasters or other
emergencies as described in this Agreement.
In accordance with the EOP, and in cooperation with the school district, provide
facility managers for and access to Borough owned or operated buildings, including
but not limited to the schools and recreation center for the purposes of sheltering and
alternate care facilities during an emergency or for the purposes of exercise.
4. Coordinate and provide access to Borough owned or operated mass transit capabilities
during an emergency or for the purposes of exercise.
5. Communicate with the City's Emergency Services Manager as appropriate in an
emergency or for the purposes of an exercise.
6. Allow the City to coordinate and apply for State Homeland Security Program (SHSP),
KIB and COK MOA Emergency Management Services
City Contract No.
Page 6 of 8
Kodiak Emergency Preparedness Update
Page 8 of 64
AGENDA ITEM #2.A.
Emergency Management Program Grant (EMPG) and Local Emergency Planning
Committee (LEPC) grant monies on behalf of the Borough, the City, and the LEPC.
7. Upon request of the City, the Borough shall identify staff that may perform
emergency management related activities as part of their duties and provide the
City with information on salaries, benefits, and percentage of time that Borough
staff performs these duties. These may or may not be the same Borough staff
assigned to assist the City during activations of the Emergency Operations Center
(EOC). Information provided will be incorporated into the City's Emergency
Management Performance Grant (EMPG) applications and the funds received
from the Department of Homeland Security/FEMA will be utilized to support the
emergency management program.
8. Assist the City with applying for federal funds reimbursing costs expended
responding to emergencies. The City shall hold the Borough harmless in the event
that a grant application does not secure federal funding. Each entity will be
responsible for compliance with the terms of grants it receives, and will hold the
other entity harmless in the event that the grantee agency fails to comply with all
grant terms.
KIB and COK MOA Emergency Management Services
City Contract No.
Page 7 of 8
Kodiak Emergency Preparedness Update
Page 9 of 64
AGENDA ITEM #2.A.
Attachment B
Map of the Kodiak Island Borough
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City Contract No.
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Page 8 of 8
Kodiak Emergency Preparedness Update
Page 10 of 64
of Kodiak Island Emergency Management
Weekly Situation Report
q� KP 27 January to 02 February 2025
Contact: Rich Gonzalez (o}907-486-8923 (c) 907-942-6080
Maritime Security (MARSEC): Marine Weather: Coast Guard Base: FPCON: Bravo
Level 1 Minimum protective https://marine.weather.gov/Map Increased or more predictable
security measures. Click.php?lat=57.78&Ion=-152.43 threat of terrorist activity.
Events of IntILWt to Emergency Management
Kodiak Chamber of Commerce/Large Gatherings- Next event, ComFish 11— 13 April @ the Marketplace, 200+ participants expected.
Future Events of Interest: 1, 2, 7, 8, 9 March @ Gerald C. Wilson Auditorium - Cinderella Enchanted
19 — 21 June Kodiak Mountain Series Race (waiting to meet with race director to go over their contingency plan for emergencies.
KIBSD Visiting teams number of athletes and staff: 31 JAN — 01 FEB Wasilla Basketball, approximately 20-25 athletes and coaches
Cruise ship and passengers/crew expected: 29 April, 2025; Viking Venus, 930 passengers & 470 crew
Volcanic Alerts affecting Kodiak Island: Nothing Significant to report (NSTR)
Fire Danger: LOW
Pacific Spaceport Complex Events: No launches planned
Public Health: 04 cases of pertussis (Whooping Cough) total, no new cases.
Village Events: NSTR
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o Kodiak Island Emergency Management
Weekly Situation Report
q< .P 06-12 January 2025
qsK Contact. Rich Gonzalez (c) 907-942-6080
LEGEND An
EOC Operating Levels:
Level 1— Routine operations, occurring and forecasted events present little, if any threat.
— Indicates a heightened sense of awareness. Occurring or forecasted events include a potential or present threat.
— indicates an actual event occurred or may be imminent. Examples, flooding disrupting transportation, extended search and rescue requiring inter -agency support, wildland
fire requiring evacuation of shelter, raised Homeland Security threat
Level 4 — Indicates response to a major life threatening and/or property damaging event. Examples, flooding, sea storm surge, tsunami displaces residents and damages structures,
wildland fire requires evacuation and sheltering of citizens, damaging earthquake.
The decision to go to Level 3 or above will normally requires consultation with Division Leadership. The parameters for each level are general guidance
only.
Maritime Security Levels (The U.S. Coast Guard determines):
MARSEC 1
The default level, which is used when there is no threat or when the Commandant determines that there is no applicable WAS Alert. This level is similar to the Homeland Security
Advisory System (HSAS) Low: Green, Guarded: Blue, or Elevated: Yellow.
MARSEC 2
A heightened risk of a security incident, which is similar to the HSAS High: Orange. This level requires additional protective security measures.
A probable or imminent security incident, which is similar to the HSAS Severe: Red. This level requires further protective security measures
Military Installations Force Protection Conditions (FPCON):
FPCON NORMAL: Applies at all times as a general threat of terrorist attacks, hostile acts, or other security threats, always exists in the world. (Deter)
FPCON ALPHA: Applies to a non-specific threat of a terrorist, of a terrorist attack or hostile act directed against DoD elements and personnel. (Detect)
FPCON BRAVO: Applies when an increased or more predictable threat of terrorism attack or hostile act exists and is directed against DoD elements and personnel. (Delay)
FPCON CHARLIE: Applies when a terrorist or hostile incident occurs within the commander's area of interest or intelligence is received indicating a hostile act, some form of terrorist
action or targeting of DoD elements, personnel or facilities. (Deny)
FPCON DELTA: Applies when a terrorist attack or hostile act has occurred or is anticipated against specific installations or operating areas. (Defend)
AGENDA ITEM #2.A.
KO
LLAND KODIAK ISLAND
BOROUGH Emergency Management
MEMORANDUM
To: Josie Banhke, Acting City Manager
From: Rich Gonzalez, Emergency Manager
Date: 21 January 2025
Subject: Office of Emergency Management Update
1. Rich Gonzalez, started on 02 January 2025 as the new Emergency
Manager. His office is located at the Kodiak Police Department. I have
completed all human resources training and paperwork and am eager to
get started working emergency preparedness for Kodiak Island.
2. Since 02 January 2025, the following items have been completed:
a. Met with KIB Manager and Acting City Manager.
b. Met with Fire Chiefs from City of Kodiak, Bayside and Women's
Bay FD's.
c. Requested meeting with Base Kodiak leadership, waiting for future
meeting date.
d. Requested meeting with Alaska State Troopers leadership in
Kodiak.
e. Met with Kodiak Daily Mirror and KMXT for media interviews.
f. Attended and was introduced to City Council members during the
City Council regular meeting on 09 January, 2025.
g. Reviewed and provided input on the "Agreement for Emergency
Management Services" between KIB and City of Kodiak.
h. Created and began distributing a weekly Situation Report
(SITREP). This report outlines major events that will take place
during the week that are of concern to emergency management.
i. Attended Department Director's meeting.
j. Established a relationship with State of Alaska Department of
Transportation, Kodiak office. They are now submitting reports of
all landslide reports to the emergency management office for
historical planning purposes and tracking purposes.
k. Attended State DHS&EM webinar for Quarterly Preparedness.
1. Held a conference call with Michelle Torres, Outreach Branch Chief
of the State DHS&EM, to discuss outreach programs for Kodiak,
specifically the Community Emergency Response Team (C.E.R.T)
Page 13 of 64
Kodiak Emergency Preparedness Update
AGENDA ITEM #2.A.
ISLAND KODIAK ISLAND
soRoucHke,A I . A Emergency Management 1
program.
m. Visited water supply and treatment plants with the Public Works
Director.
n. Met with Finance Director to discuss emergency management
budget.
o. Attended (zoom) the Alaska Emergency Management Association
Meeting (AKEMA).
p. Met with Chris French to go over draft of the new Multi -
Jurisdictional Hazard Mitigation Plan (MJHMP).
q. At the request of the Harbor Master, reviewed DRAFT white paper
for St Herman's Harbor replacement to ensure alignment with the
MJHMP and guidelines for grants.
r. Reached out to KEA to discuss power grid information and what
information is needed by the emergency operations center, request
requires approval from the KEA CEO.
s. Met with key members of the State's Public Health Office in
Kodiak. Public health will be providing weekly information updates
to be included in the weekly SITREP.
t. Reached out to VPSO coordinator for an initial meeting to discuss
villages and how we can assist during emergencies, and exchange
information, still waiting for a future meeting date.
u. Submitted Code changes for Chapter 2.32 of the City of Kodiak
codes. Updates will reflect new Emergency Manager position and
aligns other duties and responsibilities.
v. Completed IS-00013, IS-00120.c, IS-00315.a, IS-317.a training.
3. Future Projects/Items:
a. Continue to work with Mr. French on finalizing the MJHMP.
b. Identify current members of the Incident Management Team (IMT),
review positions within the EOC, and verify that the correct
training for the position is completed.
c. Facilitate a stand-up/activation drill with the Information
Technology department. Object is to identify a timeline and identify
gaps in setting up the current EOC for an emergency.
d. Complete an inventory and identify property in the emergency
management warehouse, formerly known as the EOC warehouse.
e. Identify and determine membership and a future initial meeting
date for the Kodiak Island Local Emergency Planning Committee
(LEPC).
f. Identify and determine membership and a future initial meeting
date for our Kodiak Island Emergency Service Council (ESQ.
g. Identify and determine membership and a future initial meeting
Page 14 of 64
Kodiak Emergency Preparedness Update
AGENDA ITEM #2.A.
ISLAND KODIAK ISLAND
soaoucH Emergency Management
date for our Kodiak Island Emergency Services Organization (ESO).
h. Meet with Kodiak Pacific Spaceport Complex facility emergency
management as well as Providence and KANA.
i. Meet with airport manager, local commercial medevac company,
and ferry terminal to discuss emergency management.
j. Request has been sent to the State DHS&EM for a visit to the State
EOC. Dates are pending for the visit.
k. Attend the State Emergency Management conference which will be
held April 15-17 in Anchorage, AK.
1. Working on completing IS-00230, 00235, 00240, 00241, 00242,
and 00244 training.
4. Future updates will be provided upon request from the Kodiak Island
Borough Manager and/or City of Kodiak, Acting City Manager.
Page 15 of 64
Kodiak Emergency Preparedness Update
AGENDA ITEM #2.A.
� prr KOO
Kodiak Area Emergency Services Organization —
U
MEMORANDUM
To: Jim Mullican, Emergency Services Coordinator
Cc: Mike Tvenge, Emergency Services Director
From: Michael Sarnowski, Planning Section Chief
Date: July 30, 2021
Re: COVID-19 Response Lessons Learned
On June 15th and 16th of 2021, hotwash's were conducted with the Emergency Operations Center
and the Emergency Services Council respectively to collect lessons learned regarding the overall
response to the Covid-19 pandemic. This incident began March 19, 2020 and lasted for over a
year until the beginning of June, 2021.
There were multiple successes recognized by both groups. These were:
A. Having a plan in place was critical to the early stand-up and success of the operation. This
plan allowed for the organized implementation of the team as well as developing the
organizational cooperation between the State, Federal and Local governments. Standing up the
organization early provided the needed time to grow those relationships before the virus moved
into Kodiak. This preparation time resulted in the EOC developing working relationships
between Public Health, KANA, KCHC, Providence, Coast Guard, Kodiak Community Support
Team as well as getting the community educated and involved in the response. The
organizational relationships were critical in the success of the operation as this allowed for
standing up testing facilities early and also brought the school into the fold where they were able
to provide us their planning structure and how they were implementing it. Setting up testing
facilities and getting needed supplies as they became available allowed the response to manage
the severity of the spread with real time information.
B. Communication both up through the ESC as well as down to the community was great
during the event. All personnel involved in the response felt as though they knew what was
going on. As guidance from the CDC changed almost on a daily basis and as numbers in the
community changed, the information was passed quickly by the EOC IC and PIO's. As the
incident moved further along, the maturation of the response organization resulted in
coordination between the EOC, Public Health and local emergency services providers to ensure
all were updated on organizational equipment, testing supply needs, vaccine dispersal plans and
requests for support. The community response to the internet updates and radio spots was
tremendous as they appreciated the information getting passed to them so they can understand
why the decisions were made.
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Kodiak Emergency Preparedness Update
AGENDA ITEM #2.A.
C. CARES fund utilization was outstanding. It took the entire team to find unique but needed
ways to utilize the federal funding to ensure the response effort was able to succeed. The
response organization in coordination with the City and Borough leadership were able to develop
plans to help all members of the community overcome the hardships that COVID-19 created.
Additionally, the opportunity taken to plus up the local emergency response stockpiles and other
resources was critical in planning for this response and ensuring future emergency responders
would be ready with necessary gear and equipment.
D. Teamwork and attitude were a major key to success of this response effort. The ESC,
EOC, local medical providers, the school district, community businesses and the citizens at large
all had a common goal of trying to defeat this pandemic. Everyone may not have agreed with
each other's methods but they all wanted to get this pandemic under control. Without everyone
working together we would not have seen community members making masks, the successful
testing and vaccination footprint that was able to be laid by the EOC and all the local medical
providers, and the cooperation with businesses to reduce capacity but still remain open. This
cooperation led to the plan to establish an alternate care site as well as led to local medical
professionals discussing the pandemic on the radio to help keep the community informed. The
ESC and EOC were flexible and met whenever needed to discuss the current risk and necessary
changes to risk mitigation strategies for the community. The ability of the community to be
flexible and adjust their daily lives to conform to quarantine requirements in the harbor, mask
requirements in businesses and public buildings, and canneries abiding by state protocol
requirements was key to ensuring Kodiak would be able to make it through the pandemic.
The response effort was a success but it did not go without its challenges. The below list
includes these challenges that will have to be examined to have updates to the current plans to
ensure they do not become road blocks for future responses.
A. Resources. There were multiple challenges when it came to resources that will need to be
discussed for future emergencies.
1. Public Health: Having a steady presence for the local Public Health resource needs is a
must. The state was contacted numerous times on the criticality of this position but was unable
at times to fill it or at best had rotating people filling the position. This is such a critical role that
stability is a must.
2. Initial funding: There were numerous unfunded State mandates that came out through
numerous emergency orders. The requirement to carry these out fell to the local communities
but funding, and sometimes clear guidance, were missing.
3. Consumable products: The local stores had a large run on paper goods, cleaning
supplies and other consumable materials. This led to a significant shortage on the island which
affected business and responders to safely do their jobs.
4. ICS knowledge: There were multiple entities who were involved or trying to get
involved in the response who were not using ICS properly. Training is key to ensure the system
runs as designed.
5. Staffing: Staffing was designated in the plan but was not allowed to be followed. The
reason doesn't matter but if organizations provide the EOC a written promise to provide
personnel, they need to hold to their agreement during emergencies. Additionally, it was always
the same group of people setting up and running major EOC operations such as vaccination
clinics.
B. Planning. Although a plan was in place, many weaknesses were discovered.
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Kodiak Emergency Preparedness Update
AGENDA ITEM #2.A.
1. Contact lists. Multiple numbers and people were outdated. The plan needs to be
continuously updated to ensure proper information is at the ready.
2. Homeless Population: The plan did not really have a good section on how to handle the
homeless population during this pandemic.
3. Risk Levels: There needs to be a clear method on how the risk level is determined. The
hospital utilized a cluster method to determine theirs. Even with poor data from public health at
times, a quantifiable method for determining and repeating risk did not exist.
C. ESO/ESC. Many organizations believed they should have been part of the ESC and ESO.
The ESC must be limited in size if anything to maintain efficiency. These member are outlined
in the Kodiak Emergency Operations Plan. These members are listed, as they have:
1. Jurisdictional authority or functional responsibility.
2. Incident or response operations impact on the organization's AOR.
3. Charged by law or ordinance with commanding, coordinating, or managing a major
aspect of the incident response.
4. Able to make decisions and execute all assigned tasks on behalf of their organization.
5. Should have resources to support participation in the response.
Multiple organizations believed they should be included in the ESC because of the number of
employees they have or the amount of the community they affect. That is a valid concern but the
ESC would not be the place for that. In major emergencies all organizations will be affected and
they can be included in the planning response as all of their viewpoints and concerns need to be
heard but they may not need to be in the decision making body. A position as a technical
specialist is designed for organizations like this and others who have resources to help with the
response. A technical specialist for the hospital, school and canneries would be a good position
in the EOC for them to provide their input. If there, they should be part of the operations section
as their participation in planning would infer they need to be involved in the actual response also.
Otherwise, opportunities can be made to receive their concerns but they may not be an actual
part of the response organization.
D. Messaging. Early and often communications with responders and the community was
found to be a must do and helped continue the information flow. This position could almost be a
full-time job and at times was for the IC. Meaning the IC was so focused on providing
messaging at times that time to synthesis the critical information requirements and focus on the
response became secondary. An information management plan ran by a deputy IC for
information management could be a good option for major emergencies. This deputy would
work with PIO's to:
1. Manage incident information management processes and plans.
2. Oversee the development and tracking of the information management plan with
command and general staff.
3. ID and develop capabilities to support the information cycle process.
4. Ensure data accuracy.
5. Oversee the creation of the incident specific common operating picture.
6. Develop a daily information report for IC delivery to the ESC and public.
E. Community Preparedness. This response showed some areas of improvement needed for
the community to be ready for a major emergency.
1. Resources need to be provided to the community at large to help them prepare for
emergencies. These resources do not need to be created as they already exist, but we need to
Page 18 of 64
Kodiak Emergency Preparedness Update
AGENDA ITEM #2.A.
make sure the community has necessary supplies at the ready in case supplies are unavailable
following an incident.
2. Lack of response resources. It was recognized that following an emergency there is
going to be a large run on a myriad of items from consumables to professional services. This
incident provided a great opportunity for the response organization to create an inventory for
PPE and response equipment. It should be investigated to see if MOA's or purchase agreements
can be set up with local business which would allow the ESC/EOC primary access to some of the
professional services whether it be heavy equipment, food supplies or multiple other services to
ensure safety of the community.
3. Mental health. A mental health plan should be developed which would bring together
resources to help responders and community members. An emergency such as COVID-19 or a
tsunami will be a significant emotional event for all and we need to be able to provide resources
to ensure everyone can carry on with the response.
4. This incident felt like a full-time response but those involved with the EOC and ESC
continued to do their primary job also. The community leadership and members need to be
prepared that normal day to day functions provided by responders may not occur during an
emergency response.
5. Economic recovery and support were a must during this incident. During large scale
emergencies there is a high likelihood that businesses may have to close. Organizations like the
KEDC could be brought in as a technical specialist to help develop plans which would help those
businesses both during and following the incident.
6. Response organization. The police station training room was an ok location for the
management of the current operation but if we have a large-scale event, a much larger location
will have to be examined as each Section would need a space about the size of the training room
to properly manage the incident. Additionally, as mentioned earlier, if this were a major
emergency staffing would be an issue.
F. Mandate support. There were many ideas and mandates that were tossed around that just
could not gain traction or were mandated to gain traction without funding.
1. State mandates. The state handed down multiple mandates during the incident that
created a significant burden to the local emergency services organization. We were able to do
them but mandates such as quarantining vessels properly requires a cost and that cost was pushed
to the local level.
2. Enforcement. There was no real enforcement plan in place for those who did not
follow the mandates.
3. With a virus that was contagious the airport was a possible source for it coming to the
island. Being able to do anything at or with the airport became a nearly impossible feet. We
were able to make information regarding testing locations and other COVID-19 information
available.
Overall, the entire response by all involved helped protect the citizens of Kodiak during this
event and future events. Everybody utilized the information they had to make the best decisions
possible. There is no way to capture all positives and deltas but the above list clearly shows the
emergency response organization wants to grow to ensure they are prepared for all hazards.
Page 19 of 64
Kodiak Emergency Preparedness Update
AGENDA ITEM #2.B.
Kodiak Island Borough Lodges
Short Term Rentals a°
Shuyak
Island
State Park
I it
Remote (Whole Island
Short Term Rentals: 3
Lodges: 29
Fire Protection Area 1
Short Term Rentals: 44
• Lodges: 0
Port Lions
Short Term Rentals: 3
Lodges: 1
Of Kodiak
•City
Short Term Rentals: 69
Bells Flats Lodges: 0
Short Term Rentals: 8 •
Lodges:0 Chiniak
Short Term Rentals: 3
Larsen Bal* Lodges: 0
Short Term Rentals: 0
Lodges: 6 •
South Road System
Short Term Rentals: 6
i t i l i r, 11 1 Lodges: 3
Old Harbor* laska Maritime
Short Term Rentals :I National
Lodges: 3 Wildlife fief
N
W E
S
Esri, HERE, Garmin, FAO, USGS, EPA, NPS
Size of the Symbol is proportional to total
Number of STR's and Lodges
Kodiak Island Borough GIS
This map is provided for informational www.kodiakak.us Type
purposes only and is not intended for (907)-456-9332 * Lodge
any legal representation. 0 12.5 25 50 75 100 411 ShortTerm Rental
Miles
Page 20 of 64
Short Term Rentals Discussion
AGENDA ITEM #2.B.
Locations Of Short Term Rentals ,.
in City of Kodiak and Fire Protection Area 1_�y
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Esri, HERE, Garmin, USGS, METI/NASA, EPA, USDA
Short Term Rentals
This map is provided for informational Kodiak Island Borough GIS • Within City Limits
purposes only and is not intended for www.kodiakak.us Within Fire Protection
any legal representation. (907)-486-9332 • Area 1
0 0.25 0.5 1 1.5 2
Miles
Page 21 of 64
Short Term Rentals Discussion
AGENDA ITEM #2.B.
Locations Of Short Term Rentals / Lodges -°
In Bells Flats and on South Road System "moo
,WDUNTAld:
' ?
ff •
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to
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y ,401P Esri, HERE, Garmin, USGS, METI/NASA, NGA, EPA, USDA
F
This map is provided for informational Kodiak Island Borough GIS Type
purposes only and is not intended for www.kodiakak.us
any legal representation. (907)-486-9332 * Lodge
0 • Short Term Rental
1.25 2.5 5 7.5 10
Miles
Page 22 of 64
Short Term Rentals Discussion
AGENDA ITEM #2.B.
Kodiak Island Borough
GIS
710 Mill Bay Road
„ Kodiak, Alaska 99615
bUG' o Phone (907) 486-9332
N2
E-mail: twest@kodiakak.us
Additional Chart for locations of Short Term Rentals and Lodges within Kodiak Island Borough.
TOTAL COUNT OF SHORT TERM RENTALS/LODGES
■ _odges ■ Short Term Rentals
65
29
8
6 6
3 3 t 1 3 3
0 0 0 ■ ' 0 ■ — _ ■ IN
■ ' 0
BELLS FLATS CITY OF CHINIAK LARSEN BAY OLD HARBOR PORT LIONS REMOTE SOUTH END FIRE
KODIAK OF ROAD PROTECTION
SYSTEM AREA 1
South Road System includes everything South of the Pasagshak Rd, Chiniak Highway intersection.
Fire Protection Area I include: Monashka, Spruce Cape, and all areas surrounding the City limits but not
included within the city boundary.
Remote: Includes all other non -specified locations on the Island.
Page 23 of 64
Short Term Rentals Discussion
AGENDA ITEM #2. C.
KOD(gh
ZAeFOUNDATION
< .
Advancing 'N'a�er Safety gq
a� ow+OJ
ZAC
Foundati*on
Water a e a m
Ages 5-10
@ Base Kodiak Pool
pen to the commun
Learn water safety & various swimming skills
July 22 - 25 N 1:00 - 4:00pm
Transportation Provided from KHS
Departure 12:30pm - Return 4:30pm
Registration Deadline For more information
June 28 IL krystal.a.kenshalo2@uscg.mil
Page 24 of 64
ZAC Foundation Water Safety Camp Discussion
AGENDA ITEM #2.C.
From: Kenshalo, Krystal A CIV (USA)
To: Nova Javier
Subject: RE: Status of the ZAC Foundation
Date: Friday, January 17, 2025 3:19:02 PM
Nova,
Thanks for reaching out
Here are some thoughts:
ZAC Camp is a program for youth from 5-9, which we received a grant for through the Boys
and Girls Club of America. The military has a partnership with the BGCA, and our Teen
Center is an affiliate. The grant was $12,500, and I was able to use that money to cover all
of my personnel, resource, and transportation fees. The organization provided all the
"swag" and course materials for this, including: tshirts, lanyards with name tags, etc.
With that $12,500 1 paid for the following:
My lifeguard staff hours
KBISD allowed us to contract one of their teachers
Joint Base Elmendorf Richardson allowed us to contract 2 of their lifeguards- I paid salary,
transportation and per diem for them.
Contracted First Student Bus Services to transport youth from the High School to the Base
Transportation, lodging and food for village youth from Port Lions and Ouzinkie.
What we need in order to execute this course again:
1. We need to be offered the grant again. I do not intend to put in for the grant this
coming summer. MWR is so understaffed that I do not have the bandwidth to ensure
we can execute an effective program this summer.
2. We need collaboration with the city, borough, KANA, Native and/or Tribal
organizations/corporations and potentially KBISD: MWR isn't staffed with the pool
personnel to make this happen. I currently have 1 Water Safety Instructor (WSI) and
1 lifeguard. The course requires a 1:6 ratio of water certified adults (WSI, WSI
trainee, life guard, CG Rescue Swimmer) to children, and they want you to push
through 120 kids.
A. We will need lifeguards and WSI staff from the city, or I will need to transport
them in from outside sources (this will cut into the budget).
B. Part of the reason we were selected for this grant was our ability to make such an
impact with our village communities. We were not able to capitalize on this for
several reasons. 1) It was hard to make connections with people who could assist
us in getting the information out to the village families. We worked with KANA and
the Rural Schools program, but we never had a POC from any of the village
communities to work with directly. That is a must next time we endeavor to
execute this program. We were not able to communicate what we were offering
and how impactful it could be for them. 2) Transportation costs from the villages
to Kodiak are very high. We need to work with community resources to find safe,
cost-effective ways to transport youth and their chaperones.
Page 25 of 64
ZAC Foundation Water Safety Camp Discussion
AGENDA ITEM #2.C.
We tried to secure lodging for our village attendees by using the KIBSD
gymnasium and potentially their kitchen. It ended up being difficult to work
through this, since we needed our insurance to cover us in the facility, but we
would not have staff with them 24 hours, etc. If we were collaborating with KIBSD,
and their facilities were available at no/low cost, it would significantly increase the
money we have available for transporting village attendees.
ZAC Camp is an incredible program, and I truly believe it was a huge benefit to our
community. It was a lot of work for 1 person to put together though, especially in a
community so diverse, and so spread out. If we want to make this a successful
program/activity, I believe we need a deeper collaboration across all interested parties in
the community. I believe that to be the most effective with this program, we need a work
group with collaborators from all of the above entities.
Please let me know if you have any other questions/concerns, etc. I am very passionate
about programming, and youth safety. I would love to see this program come back to
Kodiak.
V/R,
Krystal Kenshalo
Programs Chief, Base Kodiak MWR
From: Nova Javier <njavier@kodiakak.us>
Sent: Friday, January 17, 2025 12:46 PM
To: Kenshalo, Krystal A CIV (USA) <Krystal.A.Kenshalo2@uscg.mil>
Cc: Clerks <Clerks@kodiakak.us>
Subject: [Non-DoD Source] Status of the ZAC Foundation
Hello Krystal,
I am contacting you at the request of Mayor Scott Arndt of the Kodiak Island Borough and Mayor Pat
Branson of the City of Kodiak. The Borough and the City are scheduled to hold a joint work session
on February 4 and are seeking additional information regarding the program, specifically what is
required for its continuation.
Could you please provide me with further details?
Thank you,
Nova
Nova M. Javier, MMC
Borough Clerk
710 Mill Bay Road, Room 234
Kodiak, AK 99615
Phone: (907) 486-9312
Email: niavier&kodiakak.us
Page 26 of 64
ZAC Foundation Water Safety Camp Discussion
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Alcohol &Marijuana -C-onfrof Ot ice _
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rant/Eating
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►odies
Alaska Statute 04.11.405 (a brand new law under
Sec. 54, ch. 8, SLA 2022 aka SB9/Title 4 Rewrite)
htti3s://www.akleLY.Lyov/PDF/32/BiRs/SB0009Z.
PDF
(a) A first class city, a home rule city, or a unified
municipality may submit a resolution to the board,
adopted by its legislative body, petitioning the board
for the issuance of additional restaurant or eating
place licenses under '' �' nJ 1 l inn AS O4.09.210 that
exceed the limits under AS O4.11.400(a) in accordance
with this section
ALASKA DEPARTMENT OF COMMERCE. COMMUNITY, AND ECONOMIC DEVELOPMENT
Sec 54, Ch,831 S 2002
(b) The board, following a public hearing, may
issue one or more additional restaurant or eating
place licenses under -J' '' �' k./ I * In� � � inn AS O4.09.210,
within the boundaries of the municipality, if the
board finds that
• (1) The municipality ...
ALASKA DEPARTMENT OF COMMERCE. COMMUNITY, AND ECONOMIC DEVELOPMENT
v
W
0
0
Alaska Statute 04.11.405(b)(1) continued
• (1) The municipality
• (A) serves as a center for commercial activity within and
outside the boundaries of the municipality by providing
goods and services to a population that is greater than
the permanent resident population within the boundaries
of the municipality;
• (B) maintains a local law enforcement department
• (C) exercises planning or land -use authority; and...
ALASKA DEPARTMENT OF COMMERCE. COMMUNITY, AND ECONOMIC DEVELOPMENT
Alaska Statute 04.11.405(b) continued
• (D) at the time of the petition, meets or exceeds the
maximum limit under AS 04.11.400(a) for restaurant or
eating place licenses issued under ''S 04 11.100AS
04.09.210;
• (2) the board finds; the number of additional licenses
does not exceed the number of additional licenses
requested by the municipality in the petition; and
• (3) the board finds; granting the additional licenses is
in the public interest.
ALASKA DEPARTMENT OF COMMERCE. COMMUNITY, AND ECONOMIC DEVELOPMENT
Alaska Statute 04.11.405
(c) A resolution submitted by a municipality
under (a) of this section must include
• (1) information demonstrating that the petitioner
meets the criteria in (b) of this section;
• (2) the most recent estimate of the number of
people who claim residency or work outside the
boundaries of the municipality and who are
served by the municipality, including the...
ALASKA DEPARTMENT OF COMMERCE. COMMUNITY, AND ECONOMIC DEVELOPMENT
Alaska Statute 04.11.405(c)(2)
• (A) population located outside the boundaries of the
municipality that relies on the municipality for goods
and services;
• (B) visitor population; and
• (C) nonresident worker population that resides in the
municipality, but that is not counted in the latest federal
or state census for the municipality.
ALASKA DEPARTMENT OF COMMERCE. COMMUNITY, AND ECONOMIC DEVELOPMENT
Alaska Statute 04.11.405(c)
• (3) the number of existing restaurant or
eating place licenses
• (A) within the boundaries of the municipality;
• (B) in a geographic area that the municipality serves
under (2) of this subsection;
• (4) information showing that the number of
additional licenses requested does not exceed one
license for each 1,500 population of the pop.
Identified under (2) of this subsection; and
ALASKA DEPARTMENT OF COMMERCE. COMMUNITY, AND ECONOMIC DEVELOPMENT
W
01
0
Alaska Statute 04.11.405(c)
• (5) additional justification, as necessary, to
demonstrate that granting of the additional
licenses is in the public interest.
• (d) If the board grants a petition for additional
restaurant or eating place licenses under this
section to a municipality, the board may not
authorize additional REPL licenses to the same
municipality under this section for the following
year.
ALASKA DEPARTMENT OF COMMERCE. COMMUNITY, AND ECONOMIC DEVELOPMENT
CD
W
0
of ry
Overviewof •
cess
OF ALAS
Upcoming: Local Government Petition for Additional
Restaurant Licenses
(Proposed AS 04.11.405)
CITY PREPARES NUMBER OF ABC BOARD
PETITION RESTAURANTS CONSIDERS PETITION
to ABC Board for more must not be more than and how many
restaurant licenses i:3.5oo with new new licenses to N Q
populations counted grant to the city
City may
petition again
SNON
� with revised
application.
New restaurant
Application must include: licenses availablein the city.
• Number of licenses requested neon -resident populations:
• Total population served, in tourists, visitors, seasonal City cannot
addition to ear -round residents workers, residents n petition again for
i
y more licenses for
in the city surrounding region i year.
• Evidence of local authority for
public safety and planning
• Number of existing restaurant
licenses in the city
Sections 54-56, 04-11.405
ALASKA DEPARTMENT OF COMMERCE. COMMUNITY, AND ECONOMIC DEVELOPMENT
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Discussion/ Questions?
ALASKA DEPARTMENT OF COMMERCE. COMMUNITY, AND ECONOMIC DEVELOPMENT
v
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0
Gabriel Gonzales, Local Government Specialist
Jane P. Sawyer, Program Coordinator
Joan M. Wilson, Director
Contact Information:
(907) 782-5772
gabriel.gonzales kalaska.gov
ALASKA DEPARTMENT OF COMMERCE. COMMUNITY, AND ECONOMIC DEVELOPMENT
AGENDA ITEM #2.D.
CITY OF KODIAK
RESOLUTION NUMBER 2024-15
A RESOLUTION OF THE COUNCIL OF THE CITY OF KODIAK PETITIONING
THE STATE OF ALASKA ALCOHOLIC BEVERAGE CONTROL BOARD UNDER
ALASKA STATUTE 04.11.405 TO ISSUE UP 10 ADDITIONAL RESTAURANT OR EAT-
ING PLACE LICENSES
WHEREAS, the City of Kodiak is incorporated as a home rule municipality and is eligible
to seek additional Restaurant or Eating Place Licenses (REPL) from the Alaska Beverage Control
Board through the process outlined in Alaska Statute 04.11.405; and
WHEREAS, the City of Kodiak is a hub of commerce for the entire Kodiak Island Borough;
and
WHEREAS, though only an estimated 5,422 people lived within Kodiak city limits in 2023,
the population of the Kodiak Island Borough was estimated at 12,639 and these individuals rely
on Kodiak for goods and services meeting the requirement outlined in 04.11.405(b)(1)(A); and
WHEREAS, the Kodiak Police Department's 10 sworn peace officers and numerous other
staff members provide robust local law enforcement services including police patrol, criminal in-
vestigation, dispatch services, and operation of the Kodiak Police Department Jail under contract
with the State of Alaska Department of Corrections, meeting the conditions outlined in AS
04.11.405 (b)(1)(B); and
WHEREAS, the Kodiak Fire Chief is also the Fire Marshall and provides safety inspection
on the road system and operates under a deferred jurisdiction agreement between the City and
State; and
WHEREAS, Kodiak is already maxed out at 4 REPLs meeting the conditions outlined in
AS O4.11.405(b)(1)(D); and
WHEREAS, an estimated total of 64,000 visitors, almost 11 times the year-round resident
population, arrived in Kodiak throughout 2023 and the tourism sector continues to grow rapidly
for both independent travelers and cruse ship passengers; and
WHEREAS, the City of Kodiak is home to one of the busiest seafood ports in the State of
Alaska, the largest United States Coast Guard base in the country with a base expansion in coming
years, and the Alaska Aerospace Corporation and Launch Complex, which all bring additional
non-residents to Kodiak, and
WHEREAS, when considering the cumulative number of geographically integrated popu-
lations, visitors and non-resident workers, Kodiak serves well above the additional population of
15,000 that would be required for the 10 additional licenses requested to maintain the 1 to 1500
ratio mandated under Title 4; and
WHEREAS, allowing the sale of beer and wine at additional local restaurants would allow
for an increase in consumer options for locals and visitors alike and fosters entrepreneurial oppor-
tunities in Kodiak.
Resolution No. 2024-15
Page 1 of 2
Page 39 of 64
Discussion For A Joint Advocacy For Restaurant And Eating Place Licenses...
AGENDA ITEM #2.D.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Kodiak. Alaska,
that the City of Kodiak petitions the State of Alaska Alcoholic Beverage Control Board for an
allotment of 10 additional REPLs within municipal boundaries.
CITY OF KODIAK
MAYOR y
ATTEST:
CITY CLERK
Adopted: June 13, 2024
Resolution No. 2024-15
Page 2 of 2
Page 40 of 64
Discussion For A Joint Advocacy For Restaurant And Eating Place Licenses...
AGENDA ITEM #2.D.
From: Serezhenkov, Kristina R (CED)
To: Nova Javier
Cc: AMCO Local Government Only_(CED sponsored)
Subject: AS O4.11.405 Petition for additional restaurant or eating place licenses for certain local governing bodies
Date: Thursday, August 22, 2024 3:50:22 PM
Good afternoon,
At your request I am sending the citation rom alcohol statute (AS 04) that governs adding additional
Restaurant Eating Place licenses for certain local governing bodies.
You may access the full unofficial copies of AS 04 and alcohol regulations at 3 AAC 305 on our
website with this link:
https://www.commerce.alaska.gov/web/amco/AlcoholStatutesRegulations.aspx
AS O4.11.405 Petition for additional restaurant or eating place licenses for certain local governing
bodies.
Sec. 04.11.405. Petition for additional restaurant or eating place licenses for certain
local
governing bodies. (a) A first-class city, a home rule city, or a unified municipality may
submit a resolution to the board, adopted by its legislative body, petitioning the board for
the issuance of additional restaurant or eating place licenses under AS O4.09.210 that exceed
the limits under AS O4.11.400(a) in accordance with this section.
(b) The board, following a public hearing, may issue one or more additional
restaurant or eating place licenses under AS 04.09.210 within the boundaries of the
municipality, if the board finds that
(1) the municipality
(A) serves as a center for commercial activity within and
outside the boundaries of the municipality by providing goods and services to a
population that is greater than the permanent resident population within the
boundaries of the municipality;
(B) maintains a local law enforcement department;
(C) exercises planning or land -use authority; and
(D) at the time of the petition, meets or exceeds the maximum
limit under AS O4.11.400(a) for restaurant or eating place licenses issued under AS
04.09.210;
(2) the number of additional licenses does not exceed the number of
additional licenses requested by the municipality in the petition; and
(3) granting the additional licenses is in the public interest.
(c) A resolution submitted by a municipality under (a) of this section must include
(1) information demonstrating that the petitioner meets the criteria in (b) of
this
section;
(2) the most recent estimate of the number of people who claim residency
or
work outside the boundaries of the municipality and who are served by the municipality,
including the
Page 41 of 64
Discussion For A Joint Advocacy For Restaurant And Eating Place Licenses...
AGENDA ITEM #2.D.
(A) population located outside the boundaries of the municipality that
relies on
the municipality for goods and services;
(B) visitor population; and
(C) nonresident worker population that resides in the municipality,
but that is not counted in the latest federal or state census for the municipality;
(3) the number of existing restaurant or eating place licenses
(A) within the boundaries of the municipality;
(B) in a geographic area that the municipality serves under (2) of this
subsection;
(4) information showing that the number of additional licenses
requested does not exceed one license for each 1,500 population of the population
identified under (2) of this subsection; and
(5) additional justification, as necessary, to demonstrate that
granting of the additional licenses is in the public interest.
(d) If the board grants a petition for additional restaurant or eating place licenses
under this section to a municipality, the board may not authorize additional restaurant or
eating place
licenses to the same municipality under this section for the following year.
Should you be interested in learning about the Seasonal Restaurant Eating Place Tourism license
please link to our webpage and you can find this license type outlined at AS O4.09.360 Seasonal
restaurant or eating place tourism license. Regulations governing this license type are found at 3
AAC 305.900 Determining population criteria and 3 AAC 305.910 Determining visitor population.
Regards,
Kristina Serezhenkov
Regulations Specialist 2
Alcohol and Marijuana Control Office
550 West 7th Avenue, Suite 1600
Anchorage, Alaska 99501
907-269-0359
Page 42 of 64
Discussion For A Joint Advocacy For Restaurant And Eating Place Licenses...
AGENDA ITEM #5.A.
VIa fwAlt a-q,ar
Irene Arellano
From: Brenda Schwantes <brendalschwantes@gmail.com>
Sent: Tuesday, February 4, 2025 4:35 PM
To: Steven Ames; Jared Griffin; Dave Johnson; Larry LeDoux; Ryan Sharratt; Scott Smiley; Bo
Whiteside; Clerks
Subject: Multiple topics
Hello,
My name is Brenda Schwantes. I live at 3226 Katmai Drive in Kodiak. Below are several comments I am requesting be
considered, discussed and read by the Clerk into the KIB minutes at the meeting of 2/4/2025.
1. 1 reviewed the 2018 Strategic Plan for the KIB. The KIB website is asking for input on the 2018 Strategic Plan. I
emailed each Assembly member to ask about a developed "inventory" of land that the Borough can/will sell to
individuals (not contractors) for home building. It appears the strategic plan was paid for to develop but not utilized
in Borough Assembly goals and objectives. Apparently, there is no identified land available for sale to the public.
I am opposed to a "cap" on regulating short term rentals in Kodiak.
2. When I built my home, with an apartment (not short term) I was and have been paying two water/sewer/garbage
accounts while people on my same street have built apartments in their homes, (completed after construction and
inspection) and do not pay two accounts for water/sewer/garbage. This is not the reason why I oppose a cap on STR's
because I pay two separate utility accounts. I oppose a cap on short term rentals because the KIB currently, can't even
manage who has apartments/rentals in their homes. There is not a mechanism to force individuals to report if they have
a rental, or how much income a rental produces. If there it no mechanism in place to enforce Borough codes, chaos
exists.
2. 1 oppose a cap on short term rentals because I don't think the housing shortage is a tax payer problem, or a KIB
resident problem. Government, (KIB) can open up land for sale, thus increasing tax revenues when people purchase lots
and build houses .... The housing shortage in Kodiak isn't new.The Borough has much land to develop to reduce the
housing shortage problem. Basically, KIB (government) can solve the housing shortage problem by making land
available to purchase for the public instead of potentially reducing income for long term residents in Kodiak who want to
remain in Kodiak. Increased government oversight reducing economic opportunity for residents seems like robbing
residents to solve a government problem. I oppose economic opportunity restrictions. The Borough does not manage,
nor does it have the ability to manage a cap on short term rentals unless government grows ... I'm opposed to growing
government.
3. The KIB Mayor needs to have a public email address. It is antediluvian if not neglectful, for a public official specifically
the Kodiak Borough Mayor to be unreachable, and unrecordable. I have been contacting the Mayor and service District
1 chair for approximately 5 years (via phone) to request action to remove an unpermitted, and filled in ditch on Katmai
street. A homeowner filled in a ditch with gravel for extra parking with no approval by the Borough. The ditch that has
been filled in affects parking in our neighborhood. I know people who were denied filling in a ditch on Lower Teal Way
for the same purpose. Does the Borough support and encourage illegal actions? This unauthorized parking area is a
hazard for the children in the neighborhood, snow removal, parking, and in general is unfair to individuals who were
denied filling in a ditch when they requested a permit to fill in their ditch the correct way but were denied. Basically, no
action has been taken on this illegal action for 5 years. No email, no action as none of my phone calls to the Mayor and
chair of District 1 are recorded.
Last, I encourage the Borough to get serious about the housing shortage by identifying lots, and getting those lots ready
for restricted sale to individuals in one lot increments. Investors/contractors will just jack up the price of any land.
Page 43 of 64
AGENDA ITEM #5.A.
Thank you
Brenda Schwantes
Page 44 of 64
AGENDA ITEM #5.A.
From: Sandra West
To: Clerks; Clerks
Cc: Natura Richardson; Steve Paulson; Ericka Thompson Chamber Community Relations Director; Ben Millstien
Subject: Submisson of a report for KIB Assembly and City of Kodiak info
Date: Tuesday, February 4, 2025 10:56:57 AM
Attachments: BEA Alaska 06dec2023 Final.Ddf
Hello Loyal and Wise Clerks,
I apologize as this is a last minute request. I also understand if this doesn't happen right away.
I would like a copy of the attached report from the US Bureau of Economic Analysis to go out
to all Assembly and Council members.
I plan to refer to it at the Joint Session tonight in citizens comments.
Many thanks,
Sandra West
Page 45 of 64
0
0
Outdoor Recreation Economy
December 6, 2023
in Alaska
Bureau of Economic Analysis
Stas Rzeznik
_.
W-05
1... ea
Bureau of Economic Analysis
U.S. DEPARTMENT OF COMMERCE
Main Updates to ORSA Data
• New data for 2022
• Revised data for 2017-2021
i9bea
Bureau of Economic Analysis
U.S. OEPRNTMENT OF COMMENCE
•Incorporation of 2023 Comprehensive Update
0
Methodology
Three main steps:
1. Generate national value added, employment, and
i9bea
Bureau of Economic Analysis
U.S. OEPRNT T.1 COMMENCE
compensation estimates by item code, ORSA activity, and
industry
2. Generate state -level industry allocators to distribute the
national value added, employment and compensation
estimates from step 1
3. Use additional data to refine and improve the estimates
0
CO
0
Geography of Outdoor Recreation
Measured by place of production,
not residence of consumer
i9bea
Bureau of Economic Analysis
U.S. -A-- OF COMMENCE
Goods Geography represents the location where a
product is produced
Services Geography represents the location where a
service is provided, including retail services
Topline Growth, 2022
Percent
35
30
25
20
15
Change in Outdoor Recreation,
Compared with U.S. Economy, 2021-2022
Value Added Compensation
U.S. Economy U.S. Outdoor Economy
i9bea
Bureau of Economic Analysis
U.S. DEPARTMENT OF COMMERCE
Employment
Topline Growth, 2022
Percent
35
30
25
20
15
0
Change in Outdoor Recreation,
Compared with U.S. Economy, 2021-2022
dbea
Bureau of Economic Analysis
U.S. DEPARTMENT OF COMMERCE
Value Added Compensation Employment
U.S. Economy U.S. Outdoor Economy Alaska Economy Alaska Outdoor Economy
& #
•
ORSA lobs Growth, 2022
WA
6.2
bo.
Percent Change in Outdoor Recreation Employment, 2021-2022
M
AZ
5.8
.�
U.S. Bureau of Economic Analysis
MT
4.9
'Q
HI
18.5
ND 1
6.0
SD
6.1
NE
4.8
KS
1.1
TX
6.5
OK
4.3
NH 10.3
VT 12.4
MN �
5.4 WI
4.8
IA
4.2
OH
IL
IN
6.1
5.1 5.8 V
M O
4.5
5.2
KY 4.7
NC 5.9
TN 6.2
AR
SC
3.6
4.8
MS
AL GA
3.1
3.8 6.1
LA
3.3
idbea
Bureau of Economic Analysis
U.S. -AR-- OF COMMERCE
MA 10.2
XRCT
I 6.6
5.9
-NJ 7.7
DE 5.8
MD 4.8
'DC 18.5
0
Quintile percent changes
❑ 8.2% to 18.5%
❑ 6.6% to 8.2 %
❑ 5.9% to 6.6%
❑ 4.8% to 5.9 %
❑ 1.1% to 4.8%
U.S. percent change = 7.4%
ORSA Compensation Growth, 2022
Percent Change in Outdoor Recreation Compensation, 2021-2022
WA
5.4
0
OR
7.1
CA
6.6
jo
e
ID
8.4
UT
8.1
AZ
8.4
U.S. Bureau of Economic Analysis
dbea
Bureau of Economic Analysis
U.S. -A-- OF COMMERCE
VT
ME
d�
12.8
ND
MT
6.8
NH 115
4.8
MINI
MA 12.7
7.3
SD
W1
RI 8.8
5.4
5.3
MI
CT 7.5
WY
8.5
9.0
IA
PA 9.4
NJ 10.0
■
NE
5.1
OH
DE 7.0
9.0
IL
IN 7_8 V
9.6
5.1
MID 6.0
4.8
KS
MO
DC 18.6
3.1
6.8
KY 6.8
Q
-�
NC 8.4
- -
TN 9.6
OK 1
SC
NM
5.2 I
AR
6.5
8.4
4.3
GA
�i
MS
AL 9.9
4.7
4.6
TX
LA(
9.1
5.9
1 1.1 to 27.8
r •
8.5 to 11.1
H 1
7.1 to 8.5
27.8
5.4 to 7.1
3.1 to 5.4
U.S. percent change = 9.1 %
ORSA Share of State Jobs 2022dbea
Bureau of Economic Analysis
- U.S. CEPANTMENT OF COMMENCE
ORSA Jobs as a Percent of State Wage and Salary Jobs, 2021-2022
VT
4.8
A
MT ND
3.0
5.6
MN
NY
ID
�
3.1 WI
2.7
Am
3.1
MI
WY 3.e
2.6
PA 2.6
5.6
IA
NE
2.7 C
OH
26
1 IL
2.7 V
�
2.7
2.8
VA
CA
KS
MO
2.9
3.2
2.4
3.0
KY 2.5
NC 2.9
Oe
OK
e NM
28
3.2
GA
MS
AL 3.2
2.7
3.0
S
LA
Adam \
2.9.9
2.8 -�
�4Q
H I �y
6.8
U.S. Bureau of Economic Analysis
NH 4.4
MA 2.7
RI 3.6
CT 2.6
NJ 2.8
_DE 3.2
_MD 2.8
DC 1.5
O
Quinile Percent of Jobs
4.1 to 6.8
3.2 to 4.1
3.0 to 3.2
2.7 to 3.0
1.5 to 2.7
U.S. share = 3.2%
ORSA Share of State GDP, 2022
dbea
Bureau of Economic Analysis
U.S. -A-- OF COMMERCE
State Outdoor Recreation Value Added as a Percent of State GDP, 2022
CA
2.0
AZ
' 72.5
U.S. Bureau of Economic Analysis
NH 3.2
ND
VT 4.6
4.3
1.8
MN
2.6 WI
'1
NY
MA 1.7
2.5
2.5
MI
1.5
I
20
RI 2.3
NE
IA
PA
CT1.4
1.7
1.9
OH
1.8
NJ 1.7
IL
s
2.1
2.1
V
DE 1.5
KS
MO
1.7
MD 1.7
1.9
2.2
KY 2.0
VA 1.7
DC0.9
❑
NC 2.0
OK
TN 2.4
NM
1.9
1.9
MS
AL GA
2.4
2.0 2.1
TX
2.0
Quintile percent of state GDP
3.2% to 5.6%
2.5%to 3.2%
rf
❑ 2.0% to 2.5%
HI ,~
❑ 1.8% to 2.0%
5.6
❑ 0.9% to 1.8%
U.S. share = 2.2%
Topline Activity Data, 2022
Percent
100
a
no]
Major Outdoor Recreation Activities,
Current Dollar Value Added, 2022
United States
Supporting outdoor recreation
L
i9bea
Bureau of Economic Analysis
U.S. OE .T-T.1 COMMENCE
Alaska
Conventional outdoor recreation Other outdoor recreation
Value Added Growth Contributions, 2022
Percent
35
30
25
20
15
10
5
0
v
al
0
Contributions to Growth, 2021-2022
United States
Total ■ Conventional
Other ■ Supporting
Alaska
dbea
Bureau of Economic Analysis
U.S. -A-- OF COMMERCE
Value Added Growth, 2022
Percent
45
40
35
30
25
20
15
10
5
0
v
Cn
00
0
Value Added Growth, Selected Activities, 2021-2022
N N N
Snow activities RVing Motorcycling /
ATV i n g
i9bea
Bureau of Economic Analysis
U.S. OEPRNTMENT OF COMMENCE
Hunting / shooting / Boating/fishing
trapping
■ United States Alaska
All other
industries,
15%
Wholesale
trade, 8%
Transportation
and warehousing,
10%
Manufacturing,
14%
Retail trade,
27%
Arts,
entertainment,
recreation,
accomodation,
and food services,
26%
All other
industries
16%
Transportation
and warehousing
39%
I
Retail trade
14%
Arts, entertainment,
recreation,
accomodation, and
food services
24% I
941MIVICNNr�
v
M
0
0
Value Added Growth Contributions
Percent
18
16
14
12
10
8
6
4
Industry Contributions to Growth, 2021-2022
■
2
0 -
United States Alaska
■ Retail trade
■ Manufacturing
■ Wholesale trade
dl)ea
Bureau of Economic Analysis
U.S. -A-- OF COMMERCE
4
■ Arts, entertain., rec., accomod., and food services
■ Transportation and warehousing
■ All other industries
State Summary Sheets
Outdoor Recreation Satellite Account ej.bea
ir'% n c A N a..e... - F.,...,....I
2022—Alaska
dbea
Bureau of Economic Analysis
U.S. -A-- OF COMMENCE
Value added
Employment
Compensation
[gross domestic product]
ORSA total
Share of state
ORSA total
Share of state
ORSA total
Share of state
$2.0 unison
i
i $1.2 buiion
Value Added by Select CIRSA Activity
[Thousands of dollars]
Activity
2020
2021
2022
State rank
Boating / fishing
109,193
99,427
101,653
43
RVing
61,269
80,971
97,544
46
Snow activities
16,225
19,582
26,818
37
Hunting / shooting / trapping
21,734
24,568
25,759
45
Climbing / hiking / tent camping
24,814
19,289
24,592
40
Motorcycling / ATVing
8,990
15,265
16,724
49
Recreational flying
5,191
6,645
9,743
43
Equestrian
8,946
7,908
7,760
49
Bicycling
4,456
5,102
4,866
46
sv
M
N
O
State Summary Sheets
Outdoor Recreation Satellite Account ebea
(ORSA) i kiEgo a ks.M.1.
Percent
60
In 2022, Alaska ranked 42nd among all states in
50
ORSA value added and 2nd among all states in
40
30
ORSA value-added growth. Since 2021, ORSA
20
value added has grown 29.5 percent in Alaska,
10
compared with an increase of 15.1 percent for
_
0
the United States.
-10
-20
-30
-40 2018
Percent
40
In 2022, Alaska ranked 43rd among all states in
30
ORSA employment and 2nd among all states in
20
ORSA employment growth. Since 2021, ORSA
10
employment has grown 14 percent in Alaska,
0
compared with an increase of 7.4 percent for the
-10
United States.
-20
In 2022, Alaska ranked 42nd among all states in
-30
-40
Percent
Value Added
Alaska United States
Employment
Compensation
United States
2021 2022
i9bea
Bureau of Economic Analysis
U.S. OEPRNTMENT OF COMMENCE
W
0
Contact Information
Questions?
OutdoorRecreation @ bea.gov
(301) 278-9458
A
dbea
Bureau of Economic Analysis
U.S. -A-- OF COMMERCE
AGENDA ITEM #S.A.
cdej�W
KODIAK ISLAND BOROUGH ASSEMBLY
AND CITY COUNCIL
Meeting Type: Joint Work Session
Please PRINT your name legibly
Date: February 4, 2025
Phone number
a
a
S 62
Page 64 of 64