2009-08-27 Work SessionKodiak Island Borough
Assembly Work Session
Thursday, August 27, 2009, 7:30 p.m., Borough Conference Room
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. Citizen's comments at work sessions are NOT considered part of
the official record. Citizen's comments intended for the "official record" should be made at a regular Assembly meeting.
CITIZENS' COMMENTS (Limited to Three Minutes per Speaker)
AGENDA ITEMS:
1. Upcoming Legislative Session /State Legislative Priority List — Borough Lobbyist Mark Hickey
2. Mid -Year Review of the Strategic Plan
PACKET REVIEW
PUBLIC HEARING
Ordinance No. FY2010 -05 Amending Kodiak Island Borough Code Title 3 Revenue and
Finance Chapter 3.05 Fiscal Policy Section 3.05.030 Debt Policies.
UNFINISHED BUSINESS — None
NEW BUSINESS
CONTRACTS
Contract No. FY2010 -16 Cooperation Agreement Between the Kodiak Island Borough and the
Kodiak Island Housing Authority.
Contract No. FY2010 -17 Lease Agreement Between the Kodiak Island Borough and Frontier
Business Systems, Inc. for Two Bizhub C552 Imaging Systems.
RESOLUTIONS
*Resolution No. FY2010 -06 Adopting the Kodiak Area Coordinated Transportation Plan.
Resolution No. FY2010 -07 Adopting a State Legislative Capital Improvement Projects Priority
List for the 2010 Legislative Session.
*Resolution No. FY2010 -08 Appointing a Member to the Kodiak Fisheries Development
Association.
ORDINANCES FOR INTRODUCTION
OTHER ITEMS
MANAGER'S COMMENTS
CLERK'S COMMENTS
MAYOR'S COMMENTS
ASSEMBLY MEMBERS COMMENTS
Introduced by: Manager Gifford
Requested by: Borough Assembly
Drafted by: Special Projects Support
1 Christiansen
2 Introduced: 09/03/2009
3 Adopted:
4
5 KODIAK ISLAND BOROUGH
6 RESOLUTION NO. FY2010 -07
7
8 A RESOLUTION OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
9 ADOPTING A STATE LEGISLATIVE CAPITAL IMPROVEMENT PROJECTS
10 PRIORITY LIST FOR THE 2010 LEGISLATIVE SESSION
11
12 WHEREAS, the Kodiak Island Borough represents approximately 15,000 residents of the
13 Kodiak Island Archipelago living in six incorporated cities and one community governed by a
14 tribal council government; and
15
16 WHEREAS, a Borough —wide State legislative capital improvement program has been adopted
17 by the Kodiak Island Borough Assembly that identifies the major needs of the island community
18 for the next five years; and
19
20 WHEREAS, the Kodiak Island Borough has identified major projects to submit to the Alaska
21 State Legislative Delegation for funding consideration;
22
23 NOW, THEREFORE, BE IT RESOLVED BY THE ASSEMBLY OF THE KODIAK ISLAND
24 BOROUGH THAT:
25
26 Section 1: The Kodiak Island Borough's State Legislative capital improvement project
27 priorities for the 2010 legislative session are as follows:
28
29
30
1. Kodiak ADF &G Research Facility
Total cost for the project: $14,600,000
State funding request: $3,110,000
Locating a new Alaska Department of Fish and Game building on Near Island and
adjacent to its federal research facility counterpart will have many obvious advantages;
information sharing is just one. The real justification for a new state research facility is
the shortcomings found in the existing ADF &G building constructed in 1973. These
deficiencies were identified in the ASCG "Condition Survey" study of the existing
building performed in 2002. A second "Needs Assessment" report demonstrated that
there is a need for additional research and administrative space (approximately 60%
more), which includes basic lab space (which has been turned into office space in the
existing building). Though the cost of construction of a new facility is estimated to be
over $14,000,000, the Borough is requesting $6,540,000 of that amount from the Exxon
Valdez Oil Spill (EVOS) Trustee Council. That request is associated with the "research"
portion of the facility. State grants in the amount of $4,950,000 have been provided to
ADF &G and the Borough for this project.
Kodiak Island Borough Resolution No. FY2010 -07
Page 1 of 5
41- 1
31
32
33
2. New High SchoolNocational Education
Total cost for the project: $80,800,000
State funding request: $15,500,000
The existing Kodiak High School complex was built in 1966 with several additions and
renovations made throughout the years. The building is now functionally obsolete, is not
energy efficient, and is overcrowded. The full project will renovate all existing facilities of
the existing high school building and provide addition facilities to accommodate decades
of student population growth. Additionally, this project will renovate existing spaces of
the high school for administrative offices for School District -wide functions. A small
obsolete building will be demolished to make room for the new academic wing.
The primary objective of this project is to design the renovation of the existing facilities
for current and future vocational, academic, art, athletic, and rural needs, and to build
additional academic and common spaces to enrich the students' education with
essential student activities and regional community involvement. This renovation and
addition would capture the latest technology for energy efficiencies and sustainability.
Approximately $15,500,000 of the cost of this project is for vocational facilities that are
needed for the Kodiak Island region. Funding for this project will come from a Borough -
wide bond sale which will include local contribution and state reimbursement. Given the
state's responsibility to provide vocational education and training, and the significantly
higher costs vocational facilities add to the high school renovation, the Borough is
requesting legislative funding for the vocational portion of the renovation in the amount
of $15.5 million.
3. New Nursing Home — Planning and Design
Total cost for the project: $700,000
State funding request: $700,000
Kodiak Island's only long term care facility is in need of replacement. The "Care Center"
is housed in a former hospital wing that was never meant to be a nursing home. The
use of this space presents space, safety, security, and privacy concerns in an
institutional environment. Planning and pre - development activities are necessary to
determine the needs and financial feasibility of a new facility.
Kodiak Island Borough Resolution No. FY2010 -07
Page2of5
34
35
36
37
38
4. Womens Bay Emergency Shelter
Total cost for the project: $1,500,000
State funding request: $1,025,000
There is no emergency shelter in the Womens Bay Community. Womens Bay is located
8 miles from town and 2 miles from the United States Coast Guard Support Center.
Should there be a tsunami that destroys the roads, or a rock slide at Womens Mountain
or Pillar Mountain, the community of 670 residents would be without support services. A
logical location for an emergency shelter is adjacent and attached to the Womens Bay
Fire Department. A 2,500 square foot addition with an emergency generator is
proposed. Department of Housing and Urban Development, Economic Development
Initiative funds in the amount of $475,000 have been appropriated for this project.
5. Emergency Generators for Schools /Emergency Shelters
Total cost for the project: $1,200,000
State funding request: $1,200,000
Many of our in -town and village school facilities act as emergency shelters during
extreme weather events or during times of natural or economic catastrophes. There is a
need to equip these school facilities with emergency generators to provide power for
sheltering needs and as back -up power during short term loss of electricity. These
generators will be housed permanently at the school facilities and become part of the
building. Located at these sites, they can be tested, operated and maintained as part of
the service to the overall school building.
6. East Elementary Traffic Flow Improvements
Total cost for the project: $500,000
State funding request: $500,000
Design and reconfiguration of the existing parking area will reduce risks by providing for
a safer separation of pedestrians, small vehicle traffic and bus loading /unloading. A new
design will require an increase in the total area of the parking lot to allow adequate
parking to support increased building usage and occupant Toad.
7. Traffic Safety Lighting (City of Kodiak to United States Coast Guard Base)
Total cost for the project: $3,000,000
State funding request: $3,000,000
One road connects the City of Kodiak to the state airport, the U.S. Coast Guard Support
Center and neighborhoods located roughly south of town. This stretch of roadway
between the city limits and the Coast Guard Base is approximately five miles of dark,
two lane winding roadway with an average speed limit of 45 miles per hour. The lack of
street lighting is a significant safety concern along this section of heavily traveled road.
Kodiak Island Borough Resolution No. FY2010 -07
Page 3 of 5
39
40
41
8. Service Area Paving
State funding request: $2,000,000
This project addresses the on -going need to pave portions of Borough Service Area roads,
either main thoroughfares or busy neighborhood roads. Along with the paving of roads
would come improvements to major drainage course that runs through these areas.
Paving service area roads eliminates poor air quality experienced by the neighborhood.
Kodiak's road construction material is shale /mudstone that breaks down easily into fine air
borne dust and volcanic ash. Kodiak's rainy climate and winter freeze and thaw of road bed
material promotes major maintenance issues with the development of pot holes and
degradation of road surfaces.
Residents located within the paving area will contribute, through a local improvement
district, a percentage of the engineering and improvement costs. Due to the high cost of
asphalt, the Borough is seeking the state's financial assistance to help to reduce this cost to
the residents. The Borough's paving needs will be phased in and completed on a priority
basis as funding is available.
9. Baranof Park Improvements
Total cost for the project: $7,000,000
State funding request: $3,250,000
This project will replace the aging track, field drainage, and bleacher area in Baranof Park.
Improvements to the track include replacement of the existing 6 lane synthetic surface track
(the only regulation track in the Kodiak region) with an eight lane synthetic surface track to
allow for regional meets. In -field improvements will include a synthetic surface for multi-
purpose use and a "D" zone for field events. In addition, a synthetic surface is planned for
the second multi - purpose field located in the Park. Baranof Park is a regional recreational
facility that serves not only City residents, but the entire region. The Park serves as an
important educational facility for both the Kodiak Middle School and the Kodiak High
School, neither of which have any other outdoor educational facilities. Improvements to
Baranof Park are estimated to cost $7 million, with at least half the cost of these
improvements attributed to Kodiak Island Borough School District use of the facility.
Preliminary engineering plans and bid specifications for the needed improvements have
been completed, but the City lacks the funds to move forward with the needed
improvements. The community is requesting funding support for half the estimated cost of
constructing these important community and school district facilities.
Kodiak Island Borough Resolution No. FY2010 -07
Page4of5
42
43
10. Rezanof Drive Pavement Rehabilitation and Upgrade
Total cost for the project: $10,000,000
State funding request: $10,000,000
Rezanof Drive is a major thoroughfare and is used extensively by citizens living along
the road system on Kodiak Island from Fort Abercrombie through the City of Kodiak and
past the Coast Guard base. It is also the main route of commerce connecting the City of
Kodiak to two important facilities: the state airport and the U.S. Coast Guard Support
Center; and connects residents with Fort Abercrombie State Park and other areas of
recreation. This road is owned and maintained by the State of Alaska Department of
Transportation & Public Facilities and is listed as number 29 out of 100 worst roads in
Alaska that need repair. Kodiak Island Borough is requesting support of this road
project which is included in the Statewide Transportation Improvements Program (STIP).
11. Peterson Elementary School Parking Lot Paving
Total cost for the project: $1,100,000
State funding request: $1,100,000
Peterson Elementary School is one of six "in- town" public schools of Kodiak. Each of
the other five schools has paved driveways and parking spaces. Peterson's surrounding
topography is very level thus making drainage a challenge. This weak drainage forces a
routine battle against the development of potholes throughout its gravel driveways and
parking areas. All surrounding public roadways within four miles of the school are
paved. Paving this school's driveways and parking will provide safer and cleaner
facilities for our students, faculty, staff and parents.
44
45 Section 2: The Kodiak Island Borough administration is hereby instructed to advise our state
46 of Alaska delegation of the Capital Improvement Projects Priority List adopted by
47 the Kodiak Island Borough Assembly.
48
49 ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
50 THIS DAY OF , 2009
51
52 KODIAK ISLAND BOROUGH
53
54
55
56 ATTEST: Jerome M. Selby, Borough Mayor
57
58
59
60 Nova M. Javier. MMC, Borough Clerk
Kodiak Island Borough Resolution No. FY2010 -07
Page 5 of 5
1
ATTEST:
A RESOLUTION OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
ADOPTING THE KODIAK ISLAND BOROUGH
STRATEGIC PLAN FOR THE YEARS 2009 -2013
WHEREAS, the Kodiak Island Borough Assembly held a strategic planning session on
January 10, 2009; and
WHEREAS, this session culminated in the preparation of the Kodiak Island Borough Strategic
Plan for the years 2009 -2013; and
WHEREAS, the Kodiak Island Borough Strategic Plan outlines the Kodiak Island Borough's
mission, vision, and guiding principles; and
WHEREAS, the Kodiak Island Borough Assembly desires a formal adoption of the Kodiak
Island Borough Strategic Plan;
NOW THEREFORE, BE IT RESOLVED BY THE KODIAK ISLAND BOROUGH ASSEMBLY
that the Kodiak Island Borough Strategic Plan for the years 2009 -2013 which outlines the
Kodiak Island Borough's mission, vision, and guiding principles is hereby adopted.
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
THIS TWENTY SECOND DAY OF JANUARY, 2009
Nova M. Javier, CMC Borough Clerk
Kodiak Island Borough
KODIAK ISLAND BOROUGH
RESOLUTION NO. FY2009 -18
Introduced by: Mayor Selby
Requested by: Assembly
Drafted by: Assembly
Introduced: 01/22/2009
Adopted: 01/22/2009
KODIAK ISLAND BOROUGH
AO
Resolution No. FY2009 -18
Page 1 of 12
1
STRATEGIC PLAN
(FISCAL YEARS 2009 -2013)
Adopted by the Kodiak Island Borough Assembly
Resolution No. FY2009 -18
KODIAK ISLAND BOROUGH'S MISSION, VISION, AND GUIDING PRINCIPLES
I. MISSION
To provide quality service to the public in a fiscally responsible manner while fulfilling
Borough responsibilities and exercising powers required by Alaska Statute Title 29 and the
Kodiak Island Borough Code of Ordinances.
II. VISION
The Kodiak Island Borough Government is trusted and respected as a leader in providing
the highest quality of services to the public in a cost effective, efficient manner that is open,
dynamic, and focused.
III. OUR GUIDING PRINCIPLES
• ACCESSIBILTY
All citizens and employees throughout the Borough, regardless of abilities, will have
ready access to our services and facilities. Language and culture will not be barriers.
Our operations will be open to the public and will ensure fair and equitable treatment for
all.
• ACCOUNTABILITY
We will ensure public funds will be administered as required by State and Federal laws,
in a manner that maximizes services in balance with available resources. We will do so
in full accordance with the law and in the public interest with the highest degree of
integrity.
• CUSTOMERS
We will operate in a customer - driven manner both internally and externally with a focus
on treating all persons with courtesy and respect. We will strive to provide the highest
quality service and ensure customer satisfaction.
• DIVERSITY
We will treat all citizens with dignity and respect. We will demonstrate through our
actions an understanding and appreciation for cultural diversity and individual
Kodiak Island Borough Resolution No. FY2009 -18
Page 2 of 12
1
differences. Under no circumstances will harassment or discrimination of a sexual,
religious, or racial nature be tolerated.
• VALUED EMPLOYEES AND VOLUNTEERS
We will enable and encourage employees and volunteers to self manage their work with
the expectation that they are accountable for their decisions and actions. We will strive
to provide and maintain quality- working conditions along with providing the resources
necessary for success. While recognizing the importance of each member's
contributions to the operation, we will nurture teamwork and recognize and reward hard
work, creativity, and innovation.
• PURSUIT OF EXCELLENCE
We are committed to quality and excellence, will strive for continuous improvements and
creativity, and will not be satisfied with "that's the way we have always done it?
• MISSION - DRIVEN
We will focus our efforts on the mission of the Kodiak Island Borough and not allow
needless rules and bureaucracy to get in the way of accomplishing our objectives.
Flexibility and responsiveness, with accountability, will be the principal boundaries of our
operation.
• INTEGRITY, LOYALTY, AND TRUST
Ethical conduct is paramount and we will work to create an environment of trust and
loyalty based on open, honest, and positive interactions with whomever we have
contact.
• STEWARDSHIP
We are committed to and expect the most efficient use of the public's resources and will
strive to maximize the life, value, and utility of the public property under our trusteeship.
• TEAMWORK
We will work professionally and cooperatively together as a team with a spirit of mutual
respect to accomplish our mission, recognizing the important contributions and solutions
each member can bring to the operation.
IV. KODIAK ISLAND BOROUGH GOALS
The Kodiak Island Borough was created as a regional government to serve the public by
financing and administering the primary functions of Education, Assessment and Collection
of Taxes, Land Use through Planning and Zoning, Mental and Physical Health, and General
Administration. Other services include Solid Waste Collection and Disposal, Parks and
Recreation, Economic Development, and Animal Control. It is our overall goal to provide
these services in an efficient and cost effective manner, taking into consideration a staffing
and funding plan that strives for public satisfaction. The following strategies are designed to
accomplish these goals and are modified annually to be used as a foundation for the design
and implementation of the Kodiak Island Borough's annual budget.
V. KODIAK ISLAND BOROUGH'S CORE STRATEGIES
Overall strategic theme: To build and maintain credibility, trust, and accountability to the
public. We must continually work to improve our services and allocate our resources wisely.
We must listen carefully to our citizens and to fully and effectively inform them of how our
actions are addressing their needs and concerns.
Kodiak Island Borough Resolution No. FY2009 -18
Page 3 of 12
1
Table of Powers
MANDATORY POWERS
A. Education
B. General Administration and Finance
C. Tax Assessment and Collection
D. Planning and Zoning
ADOPTED POWERS
E. Emergency Services Planning
F. Community Health (restricted area - wide)'
G. Solid Waste Collection and Disposal (non area -wide, outside cities, except
Kodiak)
H. Parks and Recreation (non area -wide, outside cities)
I. Economic Development (non area -wide, outside cities)
J. Animal Control (non area -wide, outside cities)
K. Road Maintenance and Construction (service areas)
L. Street Lighting (service areas)
M. Fire Protection and First Responder Emergency Medical Services (service
areas)
A. Education Goals and Objectives
1. Pursue increased funding at the state and federal level to offset the local cost for
education.
a. Maintain a vigilant and active lobbying effort to ensure a strong voice for education at
the state and federal level.
b. Continue to actively participate and support regional organizations such as the
Alaska Municipal League and the Southwest Alaska Municipal Conference as
vehicles for increased funding for education.
c. Continue to support and pursue statewide Borough formation and school district
consolidation in order to create a fairer distribution of the cost of education.
d. Support legislative efforts to adopt a cost differential foundation formula program that
will address the additional cost of education in rural areas.
e. Encourage the Legislature to forward fund education.
2. Continue to improve on our positive and cooperative working relationship with the KIBSD
to maximize efficiency and positive outcomes.
a. Annually review all in -kind projects and operations prior to budget preparations by
both bodies, and stipulate service types, levels and agreed costs and financial plans.
b. Annually review with KIBSD all facilities and generate a comprehensive needs and
condition survey for incorporation into Item A.2.a. which documents a short (one
year) and long (six -year) plan to address funding, staffing, and projects that address
any deficiencies for each facility.
c. Create a long -term fiscal plan for budget purposes that deals with the contribution
cap and the fiscal shortfalls projected that minimizes negative impacts on school
district operations and ensures solid educational programs and adequate
maintenance and operations of school facilities.
d. Seek cooperative solutions to educational needs that are balanced, sustainable, and
effective.
This adopted power is restricted to Hospital and Mental Health services only.
Kodiak Island Borough Resolution No. FY2009 -18
Page 4 of 12
1
3. Continue with the current momentum towards addressing the physical condition and
safety needs of educational facilities to ensure safe, healthy, and well- maintained
facilities that are conducive to a positive learning environment.
a. Develop and proceed with the planning, design, and construction of school and
related capital improvements as approved by the voters.
b. Continue to seek funding for student safety projects including safe student access to
school facilities.
c. Seek additional funding for capital improvements approved by the voters and not yet
constructed due to significant construction cost increases since voter approval and
sale of bonds.
d. In conjunction with the school district, develop program plans that will improve facility
maintenance, renewal, replacement, and guide facility planning into the future.
e. Develop a funding strategy that assures maintenance needs are adequately funded. '
f. Support vocational educational programs that address regional needs and include a
cooperative effort between educational providers and employers. This endeavor
could include renovating the existing voc-ed space to create a community voc -ed
facility that is designed to integrate the program needs of the KIBSD and the Kodiak
College in their efforts to prepare students for entry into the workforce. Continue to
support vocational opportunities and training.
g. Continue to work with the Kodiak Island Borough School District in the "Career
Pathways" program to ensure student needs are met and to coordinate with Kodiak
College.
B. General Administration and Finance Goals and Objectives
1. Create a long -term fiscal plan that incorporates KIBSD funding, renewal, replacement
and maintenance costs for all Borough operations including enterprise funds.
a. Create a long -term fiscal plan to produce a reliable and comprehensive plan
reflecting assumptions and fiscal projections under the current fiscal and political
environment. This plan should include sustainable and cost effective guidelines.
2. Continue to provide reliable and competent accounting services to all Borough
departments and outside agencies.
a. Maintain timely reconciliation of all accounts.
b. Pay all bills promptly.
c. Prepare a comprehensive annual financial report that meets the standards of the
Government Finance Officers Association.
d. Prepare accurate and timely monthly financial reports.
e. Keep accurate records of all Borough fixed assets.
3. To professionally manage the Borough's cash and investments to include the corpus of
the Facilities Fund.
a. Manage the Borough's investment portfolio to:
i. Protect the investments of the Borough.
ii. Provide liquidity to pay ongoing obligations of the Borough.
iii. Provide interest earnings to help defray the use of property taxes.
b. To monitor the banking agreement with our bank and issue and evaluate RFP's for
banking services.
c. Be proactive in the detection and prevention of fraud.
Kodiak Island Borough Resolution No. FY2009 -18
Page 5 of 12
1
4. Provide a comprehensive risk management program for the Borough, including the
school district.
a. Identify all property that needs to be insured and determine appropriate values and
deductable limits.
b. Evaluate risk management coverage and financial condition of various insurers and
re- insurers.
5. Prepare a budget each year for adoption by the Borough Assembly.
a. Ensure the Budget meets the standards set by the Government Finance Officers
Association.
b. Ensure user fees cover the actual cost of providing the service unless a lower level
of funding has been approved by the Assembly to minimize general fund subsidies of
special services.
6. Provide safe and efficient Management Information Services to staff and the Assembly
a. Provide and evaluate new software and hardware for use by the Borough employees
and Assembly.
b. Insure safety of Borough records through timely and complete backups.
7. Maintain and expand our web site.
a. The web site should allow public access to meeting schedules, agendas, packets,
minutes, and review items.
b. The web site should allow public access to all Borough records that are not of a
confidential nature.
c. The web site should include access to a fully functional Geographic Information
System that can be manipulated by layers to show trails, wetlands, land ownership,
evacuation plans and additional links to other public resources.
d. Use technology to increase communication between Kodiak Island communities.
8. Maintain and expand our comprehensive Geographic Information System (GIS).
a. Extend the base map layer in the geo database beyond the road system to include
the entire borough.
b. Synchronize the GIS map with the property records in the assessing department
database, enabling the generation of maps displaying any given selection of legal or
physical property characteristics.
c. Set up a web server, to which the database will be copied nightly, giving the public
continuous access to up -to -date property records and user - defined maps.
9. Collect all Borough receivables in a timely manner using a uniform criterion.
a. Prepare and collect property taxes in an accurate and prompt manner.
i. Maintain a low inventory of tax - foreclosed property through regular sales that
minimizes negative community impacts.
ii. Ensure all properties are reviewed and selected for documented public purposes
prior to disposal in a timely manner.
10. Continue to work with municipalities and other service providers to increase efficiencies
and cooperation that will lower costs to the citizens.
a. Continue to pursue efficiencies by utilizing municipal services in a cooperative
manner with all municipalities.
b. Continue to review and evaluate all options for providing superior services through
consolidation, annexation, unification or other methods that may maximize
efficiencies.
Kodiak Island Borough Resolution No. FY2009 -18
Page 6 of 12
1
c. Enforce road service area powers and operations.
d. Educate the public on how a neighborhood fits into service area powers and
procedures.
e. Establish a process that would develop roads in a cost effective manner.
11. Continue to review and implement land management strategies for public owned lands.
This includes land sales that are in balance with the real estate market and provide the
transfer of developable public lands to the private sector in an equitable and cost -
effective manner. Reserve KIB land for public recreation (hunting, hiking, berry picking, 4
wheeling, etc.).
a. Evaluate all Borough land on a regular basis and conduct a sale of land that is
appropriate for development and in demand.
12. Operate and maintain Borough facilities in a safe, healthy, energy efficient and attractive
manner that creates a positive environment for the community and ensures safe and
reasonable access for all citizens including the physically impaired.
a. Ensure lease rates of Borough facilities generate sufficient revenues to pay for
adequate operational and maintenance expenses.
b. Identify and seek funding sources to evaluate Borough facilities to ensure
earthquake survivability.
c. Ensure that all Borough buildings are brought into ADA compliance during
renovation.
d. Work cooperatively with local government entities to develop a sustainable facilities
replacement plan.
e. Ensure that all borough buildings are brought to maximum energy efficiency.
13. Develop and implement a methodology to systematically review and evaluate Borough
operations.
a. Conduct an Annual Strategic Planning Session.
b. Review and update the Personnel Rules and Regulations.
C. Tax Assessment and Collection Goals and Objectives
1. Continue to provide a comprehensive taxation and assessment program that is fair and
equitable for all citizens that assesses values of all properties at market value
a. Review all forms of taxation to ensure 100% inclusion.
b. Continue to review the property inventory to ensure that property descriptions are
current and accurate.
c. Conduct field visit and revaluation of another one -fifth of the properties in the
borough, as part of the five year cyclical reappraisal program.
d. Audit selected business personal property accounts for completeness and accuracy.
2. Review taxation options with an eye towards diversification of taxation in order to spread
the tax burden as much as possible and provides adequate funding to accomplish the
mission statement.
a. Review policy that excludes property from taxation in road service areas if the
property fronts on a state ROW.
b. Review taxation policies on commercial tourism activities.
3. Complete the implementation of the new assessing database and accurate conversion
of data from the old database.
Kodiak Island Borough Resolution No. FY2009 -18
Page 7 of 12
a. Establish procedures to ensure consistency in data entry and management for
quality control.
b. Document all database functions as configured for Kodiak Island Borough.
c. Specify and calibrate land, cost, and depreciation schedules.
D. Planning and Zoning Goals and Objectives — Community Development
1. Develop a framework in creating a "sustainable Kodiak ", one that focuses on quality of
growth over quantity of growth.
a. Provide a process to make Borough land available in balance with the private sector
for quality growth to meet the demand of the community.
b. Develop a work plan that addresses the health and welfare of existing
neighborhoods by preventing their degradation and fosters their quality of growth
through the revitalization of their infrastructure, public areas as well as encouraging
private investment.
c. Develop a "Borough Energy Plan" in coordination with State energy planning
programs to address the high cost of fossil fuels with alternative energy sources but
located in areas that do not cause impacts to adjacent homeowners.
2. Create a quarterly joint review process with the Planning and Zoning Commission to
review existing issues and new initiatives related to planning and zoning.
a. Create an incremental training program and curriculum for Planning and Zoning
Commissioners that addresses both the legal and community responsibilities of the
Planning and Zoning Commission and recognizes the need for continued talent and
expertise at this level.
b. Facilitate the attendance of new commissioners to New Commissioners training
programs, along with subscription services to appropriate planning books and
periodicals along with building up the existing in -house media library.
c. Provide through the Borough clerk's office training for the proper and legal process
for meetings to ensure fair and equitable treatment of Borough citizens.
3. Maintain and update the Comprehensive Plan on a regular basis with public input and
review for update and incorporation of the various area plans.
4. Review existing zoning ordinances with a focus on minimizing the amount of zones
where possible to mitigate confusion and simplify zoning administration.
a. Review adopted subdivision codes (Title 16) and zoning districts (Title 17) to ensure
that they are appropriate and focused on the needs and direction provided by the
newly adopted comprehensive plan and provide a balance of uses.
b. Periodically review the inventory of public and private land that is available for
development by zoning district in order to determine whether there is adequate land
within the various zoning districts to provide for the needs of all borough residents.
c. Review and analyze area zoning to determine the need and potential placement of
various zoning districts where needed to meet the diverse needs of all Kodiak Island
Borough residents.
d. Review codes and work with and encourage the private sector to develop quality
gravel extraction sources for the community.
5. Develop a Transportation System that is multi -modal and is interconnected with side
roads that create a system that makes it easy to travel around the community.
a. Review new subdivision development with regard to impact of traffic generation to
existing road system, bike trails, and public transportation.
Kodiak Island Borough Resolution No. FY2009 -18
Page 8 of 12
b. Review existing parking requirements that are consistent with a thriving downtown
core area or other nodes of development.
c. Incorporate pedestrian (bike and walking) trails along with new road construction.
6. Work with the U.S. Census Bureau to accurately account for all residents living in Kodiak
during the upcoming census.
a. Review U.S. Census Bureau maps to accurately identify the location of cities,
villages, and other groups of residents (i.e. Russian Village, Village Islands, boat
harbor residents)
b. Coordinate with Census Bureau workers in their effort to locate houses,
neighborhoods, or subdivisions.
7. Oil and Gas Programs
a. Review and modify if necessary the "Tri- Borough Position Paper" on oil and gas
drilling in the Shelikof Straits
b. Incorporate into the Coastal Management Plan the ability to give the Borough the
maximum authority possible to govern its own coastal zone and resources and to
have a seat at the table on larger resource development issues that recognizes the
local use of local fish, game and subsistence resources.
c. Participate in the development of the Federal /State Kodiak 'Subarea Plan" that seeks
to address Oil Spill and Hazardous Substance Release clean up, identifies sensitive
areas around the island, develops a contact list of responders and develops
Geographic Response Strategies (GRS) that develops tactics for addressing oil in
specific areas.
d. Support the sharing of Federal offshore oil and gas receipts with coastal
communities to provide for planning and implementation of coastal related projects.
8. Continue to work towards high quality service delivery by encouraging the efficient use
of existing assets and by vigorously pursuing state /federal planning grants.
a. Seek out and utilize other State and Federal planning programs and integrate them
with existing Borough planning needs to maximize resources.
b. Take a stronger enforcement stance with the creation of an enforcement officer
position to enforce borough code including but not limited to zoning violations,
dumpster use violations, tree and other resource theft.
9. Monitor and review the Building Inspection Program to ensure a uniform, efficient, and
cost effective program for the community.
E. Emergency Services Planning — Community Development
1. Continue to work with the City of Kodiak and other emergency responders to provide up-
to -date emergency plans.
a. Continue to seek out and implement grant programs to aid in funding the update of
emergency plans, responder's equipment purchases, and training opportunities.
b. Provide opportunities to ensure that all emergency personnel and Incident Command
Center staff are fully trained to perform their tasks in the case of emergency.
c. Continue to educate the public as to responses and procedures in the cases of
emergency.
d. Review and update tsunami sirens around Kodiak Island.
Kodiak Island Borough Resolution No. FY2009 -18
Page 9 of 12
1
F. Community Health Goals and Objectives
1. Create long -term facilities Master plan for the Counseling Center.
a. Work with the consultant and advisory groups to create a long -term plan for health
facility maintenance and construction to serve the needs and changing
demographics of the community.
b. Seek additional grant and other funding opportunities.
2. Seek to acquire sufficient land to support future Hospital growth that is reflective of the
long -term facilities plan for the Hospital.
a. Utilizing the hospital master plan to seek to acquire sufficient land to serve any future
construction needs.
b. Work cooperatively with Providence to replace the care center with a new facility that
will meet the current and future needs of long -term care.
c. Work cooperatively with Providence to provide a rehabilitation service facility,
possibly closer to the hospital.
d. Seek to research all options in order to provide quality health care to citizens of
Kodiak Island.
3. Continue to advocate for appropriate full reimbursement of hospital costs and citizen
medical expenses by the State, Federal government, and Coast Guard in a fairer
manner.
4. Seek additional grant and other funding opportunities.
5. Advocate for the best health care in a coordinated manner with Federal, State, and local
agencies.
6. Work with other agencies in Kodiak to develop quality facilities for senior citizens.
G. Solid Waste Collection and Disposal Goals and Objectives
1. Implement the comprehensive solid waste management plan that addresses the solid
waste function for the next 20 to 50 years in a cost effective and efficient manner.
a. Continue to monitor the Solid Waste Rate Study.
b. Identify future site and begin site control planning processes for landfill expansion
area.
c. Continue to take steps that will extend the existing landfill site through
comprehensive recycling and other means for as long as possible without going out
of the current permitted area.
d. Continue to investigate federal and state loans and grants to pay for lateral
expansion and closeout of the existing "footprint" upon closure.
e. Encourage KIBSD and Kodiak College to recycle waste and to add recycling
education to their education programs.
2. Evaluate and analyze the recycling program to create a long -term participatory program
and plan that is sustainable.
a. Adopt policy supporting reduction, re -use, and recycling of materials as preferable to
landfill disposal
b. Adopt policy and procedures requiring rate payers to recycle certain specified
materials
c. Develop a fee structure to give rate payers incentives to recycle i.e. "Pay- As -You-
Throw"
Kodiak Island Borough Resolution No. FY2009 -18
Page 10 of 12
1
d. Commit to diversion goals of 25% by 2012 and 50% by 2020.
e. Negotiate a solid waste collection contract that supports recycling and other
diversion efforts to reduce the amount of solid waste in the landfill.
H. Parks and Recreation Goals and Objectives
1. Evaluate and identify those lands under Borough ownership that would be appropriate
for developed or passive parks and recreation facilities, with a goal of a comprehensive
Parks and Recreation Plan to guide future decisions.
a. Review urban areas for potential neighborhood pocket parks in areas of growth.
b. Develop standards for playground equipment and related improvements to ensure
the highest degree of utility at the lowest reasonable cost
c. Meet with the Parks and Recreation Committee on a quarterly basis.
d. Retain access to public lands for the enjoyment of all recreation users.
e. Create an interconnected system of multi use bicycle and pedestrian paths for all
residents and visitors. This trail system should link schools, parks and trails with
other destination points.
f. Complete the Recreational Amenities ordinance.
2. Complete a road system trails plan using public participation and existing trails with a
focus on a trail network that is interconnected and allows for minimum user conflict and
maximum use by all citizens.
a. The borough will maintain an inventory of the interconnected system of multi -use
bicycle and pedestrian paths for residents and visitors.
3. Encourage the Parks and Recreation Committee to move ahead with conceptual plans
for Mill Bay Park, End of the Road Park, and winter use of urban lakes.
4. Seek land acquisitions or trades that would provide more public access to lands on the
road system.
I. Economic Development Goals and Objectives
1. Maintain vigilance and effective participation in fishery politics and legislation that
advocates for long -term preservation of landings of product to the Borough and ensures
any environmental restrictions on fisheries are based on sound science and fairly reflect
any socio- economic impacts on our region. .
a. Continue to work with the City of Kodiak and KFAC to pursue a comprehensive and
effective program that leads to sustainable and economically productive fisheries that
ensure the long -term health of the fishery habitat and ecosystem.
b. Find and work with industry representatives that have a regional and cooperative
focus to assist in the direction of efforts and resources in affecting fisheries policy
and legislation.
c. Determine and foster strategies to create a statewide force to offset negative,
incorrect, or misleading information about fisheries.
d. Create a Kodiak Fisheries and Oceanic Research Advisory Board to support a
sustainable Kodiak fishing industry and community interests to enhance
communication between Kodiak's public officials and research sector and to facilitate
communication among state, federal, and university researchers in Kodiak.
e. Work with Kodiak Chamber of Commerce and other entities to actively promote
Kodiak's seafood and other products.
Kodiak Island Borough Resolution No. FY2009 -18 '
Page 11 of 12
1
2. Procure and administer a consultant contract to develop an Island -Wide Transportation
Feasibility Study
3. Encourage development of increased airport capacity for economic opportunities.
4. Continue to pursue high quality telecommunications access through fiber optics and
Internet access to outlying areas.
a. Ensure that telecommunications are integrated into the Tong -term plans that allow for
maximum efficiencies and minimize redundancies through use of common
easements and infrastructure.
5. Review ways to promote, encourage, and support the development of
businesses and home businesses including those in the outlying communities.
6. Work with Kodiak Chamber of Commerce and Kodiak Island Convention Visitors Bureau
to promote quality tourism growth.
J. Animal Control Goals and Objectives
1. Continue to support a program that protects the public and animals in a cooperative cost
effective and efficient manner.
a. Continue to have the Community Development Department monitor the contract to
ensure conflicts are minimized and public health and safety are maximized.
Kodiak Island Borough Resolution No. FY2009 -18
Page 12 of 12
KODIAK ISLAND BOROUGH
CLERK'S OFFICE
C O IED TO:
ASSEMBLY MAYOR
MANAGER V OTHER
N °F� �D Ogo
Kodiak Area f N
oordinated Transportation K
x-00
Plan �1 _
VC4 T r\Q O I ' S
Save as lorevi
q
May 7, 2007
Updated September, 2008
Kodiak Human Services
Coalition
KODIAK ARE COORDINATED TRANSIT PLAN
TABLE OF CONTENTS
I. SUMMARY
II. BACKGROUND AND HISTORY
III. COMMUNITY DESCRIPTION
IV. ASSESSMENT OF NEEDS
V. EXISTING TRANSPORTATION SERVICES
VI. IDENTIFICATION OF GAPS IN SERVICE
VII. STRATEGIES TO SERVE TARGET POPULATION
VIII. PROJECTS 2008
1 -2
3 -5
6
7 -9
10 -12
13 -14
15 -19
20
I. SUMMARY
In August, 2000, Kodiak Area Transit System (KATS) formed under the leadership of Senior
Citizens of Kodiak, Inc. (SCOK) to provide coordinated transportation on the weekdays to social
service agencies. A minimal of public transportation was offered through KATS in the early
morning and late evening.
KATS was originally set up through a pilot project through the Kodiak Island Borough (MB) in
1997 with funds coming from several sources to establish the transportation system. KATS, at
that time, was mainly a public transit system with minimal service in the middle of the day
devoted to the social service agencies and their clients. KIB put out to bid an RFP for providing
transit services and contracted with Laidlaw to operate KATS as this pilot project. The pilot
project consisted of one bus running an express route from Monashka Bay to Women's Bay and
a bus running an in -town route that was also used mid -day for the social service agencies'
clients. In late summer 1999, the MB Assembly decided not to continue or support funding the
transit system after the pilot funds expired and not to place a transportation tax on the municipal
ballot for that October, 1999 election.
Knowing that seniors, low income, developmentally disabled and other Alaska Mental Health
Trust Authority beneficiaries needed some kind of coordinated transit service in order to remain
independent and also realizing that not every social service agency had the financial or staff
means to pay for vehicles, gas, insurance and staff as drivers, SCOK decided to meet with the
local social service agencies and discuss the possibility having a coordinated transit system for
local area non profits. SCOK became the lead agency for the coordinated transit project and
wrote grants in the spring of 2000 to the State Department of Transportation (DOT) for a
coordinated transit system in Kodiak.
SCOK was successful in writing and administering transportation grant funds and working with
other social service agencies to assure adequate transportation was available for their clients.
With the other local non profits, SCOK organized the new coordinated transit system to begin in
August, 2000 with only one bus in service and one bus as backup. The two KATS buses, which
were owned by KIB and had more than 50,000 miles on each, were transferred to the SCOK
ownership and SCOK contracted with Laidlaw for operations and administration of the
coordinated system. Laidlaw has been under contract for operations and administration of
KATS since August, 2000. A new bus was purchased in 2002 with funding from the Rasmsuson
Foundation, City of Kodiak and Alaska Mental Health Trust Authority (AMHTA). Another new
bus was purchased in 2007 with federal pass through funds from Alaska Department of
Transportation.
As part of that Laidlaw contract, maintenance, insurance, drivers' training is all covered. Fuel
costs and a separate coordinator fee of $500 per month are paid separately from the
administration and operations portion of the contract.
1
KATS presently runs from 6:30 -8 a.m. as a public service; from 8 to 5 p.m. as coordinated
system and from 5 -6:30 p.m. as a public system on Monday through Fridays. KATS extended
service in August, 2007 to include evening hours until 10 p.m. and weekends from 10 -3 pm. The
evening service was cut in August, 2008, due to lack of ridership and operational funds. The
weekend service continues. KATS runs from Monashka Bay to the Coast Guard Base and
Women's Bay in the public runs and has certain designated stops along the way. KATS runs as
a door -to -door ADA accessible service to non profit clients for the rest of the day and requires a
24 hour notice for pick ups. KATS has regularly scheduled runs to Safeway, downtown,
WalMart, Food Bank, senior center, Island Cove Adult Day Program and work related trips.
KATS in instrumental in getting many Kodiak residents to work and to take their children to
child care prior to going to work. KATS's increase in ridership in the last two years has mainly
been with riders getting to and from work. Those areas of work include Threshhold which
employees developmentally disabled workers in the borough's recycling project; getting riders to
work at Safeway, Mack's Sport Shop, McDonalds, and the Coast Guard Base. This spring we did
change the public transit schedule in the am and pm so workers at the Coast Guard Base could
get to and from work. The Coast Guard Base is where the increase of service jobs is located.
Priorities for the coordinated service is first for medical, dental, clinic, physical therapy, lab
appointments; secondly is for work related travel or to the college; scheduled shopping is third
priority and personal appointments are last. These priorities have been agreed upon and
reviewed by the local non profit agencies at a Human Service Coalition meeting held September
9, 2008. At the present time, the need for another bus to run mid day for the coordinated system
is needed, for a mobility manager to analyze efficiencies of the system as well as hours for a
regular public transportation system in Kodiak.
This plan:
1. Profiles existing transportation services and equipment in the area.
2. Summarizes the known needs and gaps in the current available transit services.
3. Describes the methods used to involve the community in the formations of this plan and
summarizes the results of that involvement.
4. Provides several revised strategies for improvement to the service levels.
5. Outlines Projects for 2008.
2
II. BACKGROUND AND HISTORY
Kodiak Area Transit System (KATS) was formed as a pilot project in 1998 & 1999 with the
Kodiak Island Borough (KIB). A Transit Technical Assistance Project Report for Kodiak,
Alaska was prepared for the Community Transportation Association of American (CTAA) by the
consultants Leigh, Scott & Cleary, Inc., in 1994. The Kodiak Chamber of Commerce had
received a grant from the U.S. Department of Agriculture for the evaluation and development of
transportation services in agriculturally (including fishing) based communities as a means of
promoting economic development. Kodiak was chosen by CTAA as a study site. CTAA in turn
retained the services of Leigh, Scott & Cleary, Inc., to assist in the conduct of the study.
Agencies who took part in serving on the pilot project committee included representatives from
the Kodiak Chamber of Commerce, Senior Citizens of Kodiak, Inc., Kodiak Island Housing
Authority, Kodiak Island Hospital, U.S. Coast Guard, Kodiak Island Borough, Kodiak Mental
Health, Kodiak Area Native Association and private carriers.
With the Technical Project being completed and distributed in 1995, several representatives from
Kodiak attended the State Transportation Transit conference for a couple of years and also
continued to meet to discuss how to implement the recommendations in the final transit report.
By 1997, the Kodiak Island Borough, (KIB) took on the leadership role in implementing the
report by issuing an RFP to operate and administer the transit services. Laidlaw was contracted
to provide these services by the KIB. From many discussions with service groups, it was
decided to have one express route and one in -town route that would be used to transport social
service clients during the middle of the day. This limited time was found not to be enough time
for the social service clients.
The bus routes and services grew to be used by the entire community. When grant dollars were
expiring for the pilot project transportation service to continue, concerned citizens started a
petition for the MB assembly to place a transportation tax on the ballot so the people in the
community could decide if they wanted to continue to fund a community transportation system.
In the summer of 1999, the MB assembly after receiving the petitions, decided not to place the
issue on the fall ballot. Without moving the issue forward for the voters to decide, the assembly
automatically discontinued the service. This decision left the social service agencies that had
been depending upon KATS, in a lurch with present operating budgets diminishing and KATS
no longer in service.
KATS did not operate after the KIB assembly decision to not fund the project or place the issue
on the ballots for voters to decide the issue. KATS was non operational from October 1999 until
August 2000.
In August 2000, SCOK, in taking a leadership role in a number of meetings and discussions, met
with social service agency representatives to explore the need for services and asked for support
for a coordinated transit system to serve agency clients. SCOK wrote proposals to the State of
Alaska Department of Transportation for grants for the coordinated KATS service.
Those agencies initially involved in resurrecting KATS to a coordinated transit system to service
non -profit clients were:
Senior Citizens of Kodiak, Inc.
Kodiak Island Housing Authority
Kodiak Area Native Association
Women Infant & Children -WIC
Kodiak Job Center
Kodiak Island Mental Health
Safe Harbor
Kodiak Island Borough
Providence Kodiak Island Hospital
Kodiak College
Kodiak Women's Resource & Crisis Center
Hope Community Resources
Laidlaw
These agencies set up the policies for KATS as a coordinated system, the times and priorities for
coordinated service and worked with Laidlaw in contracting for operations, administration of
services, to be the agencies' coordinator for complaints, and to be the central contact for services.
Priorities for transportation for KATS as discussed and decided by the non profit agencies in the
original inception of KATS as a coordinated system and which are still in place are: medical,
work, scheduled shopping, personal appointments. See attached KATS schedule.
Kodiak Area Native Association (KANA) in November, 2002, received a state grant to form a
Human Services Coalition (HSC) to meet quarterly to have a forum for exchanging and updating
local non profit agencies on agency plans and services and to make sure there was not a
duplication of services. This group meets quarterly and receives updated information on KATS,
clients and service gaps and is also included in the annual writing and support of the KATS
grants to the Department of Transportation.
In addition to the above initial agencies who were involved with the reformation of KATS as a
coordinated system, the following agencies are now also involved with the coordinated system in
support and their clients using the system.
Office of Children's Services
U.S. Coast Guard
Consumer Direct Personal Care
Parents as Teachers
Rural CAP- Head Start
Adult Basic Education
Kodiak Food Bank
Salvation Army
4
Providence Kodiak Island Counseling Center
Threshold Vocational Services
State Vocational Office
Kodiak Island Medical Clinic
North Pacific Medical Clinic
Kodiak Chamber of Commerce
Koniag Incorporated
Kodiak Island School District
Providence Kodiak Island Physical Therapy
Arctic Physical Therapy
Curves
CostSavers
Kodiak Island Convention & Visitors Bureau
Sun'aq Tribe of Kodiak
Mack's Sport Shop
McDonalds
One of KATS strengths is the number of non - profit agencies as well as clinics and businesses
who continue to support the coordinated transit system. Each year KATS does a survey for
clients and agencies that use the system. These assessments are used in the evaluation of the
coordinated transportation service and in understanding the service gaps with KATS. Support
letters for KATS are attached with this plan. Minutes from the HSC are attached. Also see
attached sample survey results.
As part of the requirements for continuing the funding KATS receives from the state, we have
held public meetings to assess the transportation service gaps, the number of vehicles owned by
the agencies and strategies to meet those service gaps.
Meetings have been held at the Kodiak Senior Center and with the Human Services Coalition at
the Kodiak College to get information and feedback regarding these issues. Minutes from these
meetings are attached. Human Service Coalition continues to meet quarterly to discuss
transportation issues.
The goals of KATS remain the same: to provide safe and reliable transportation to those
residents who need it the most so they might remain living independently for as long as possible.
5
III. COMMUNITY DESCRIPTION
Kodiak, the oldest Russian settlement in the State of Alaska, is the second largest island in the
country but has only 62 miles of roads. The service area of KATS runs from Monashka Bay to
the U.S. Coast Guard Base and on to Women's Bay and is about 14 miles. The KATS bus that
serves the public in the morning and evenings runs this route with specific stops.
Kodiak's population is 13,568 and has remained steady with a bit of decline these past five years.
Kodiak's industry is mainly fishing and government with the town usually in the top five of the
nation's largest volume of fish delivered and with the largest Coast Guard base in the country
housed here.
Most of the growth in the community is out of the downtown area and into the Monashka Bay
area where Safeway, Walmart and many new housing developments are located. New housing
starts have remained consistent and current housing does not meet the housing demands largely
placed by the number of new Coast Guard families in town.
The senior population, now at 1292, grows at a 10% rate per year, much like the rest of the state
with the fastest growing segment being those 75 and older. Alaska will have the second fastest
growing senior population in the country in the next decade. Many people who are in the baby
boomer generation and who have lived on Kodiak for a number of years plan to retire here.
There is a shortage of housing for seniors but plans are in place to take action for new
developments for independent housing as well as assisted living and new long term care facility.
See the Kodiak Chamber of Commerce's Community Profile which is attached.
6
IV. ASSESSMENT OF NEEDS
In order to provide the greatest amount of input from the community, SCOK and other non profit
agencies involved with KATS have used several strategies. These strategies include public
meetings, surveys of providers, survey of riders and a review of this transit plan by the Kodiak
Island Borough Assembly at a work session on September 11, 2008 and the regular public
meeting on September 18, 2008. Citizens' comments as well as a public hearing on the transit
plan were on the meeting's agenda.
While everyone who provides transportation in Kodiak has been invited to the public meetings, it
has been difficult to involve private providers other than Laidlaw. Non profit agencies have
consistently been involved with KATS from its inception as a coordinated system in setting
priorities, policies, reviews, referrals and ways to improve and showing support each year with
the Department of Transportation grants as well as to the Kodiak Island Borough Assembly who
has provided $10,000 a year in financial support for the system.
Public meeting notices and minutes as well as Kodiak Island Borough Assembly meeting agenda
and resolution are attached with this plan.
Community Meetings
Kodiak Human Services Coalition (HSC), which includes all Kodiak non profit providers, has
been holding quarterly meetings since November, 2002. At each of these meetings updates are
given from each agency as well as addressing needs of KATS coordinated system riders,
priorities and overall how the system is working. At these meetings the local non - profits gather
in a forum type atmosphere and keep everyone abreast of what each agency is doing. KATS is
represented at these meetings by SCOK and Laidlaw.
Prior to the Human Services Coalition group forming, KATS had representatives from the local
non - profits serving in an advisory capacity for KATS. In addition to the local non - profits
representatives, two members from the SCOK Board of Directors were on the committee.
Human Services Coalition meeting minutes attached.
Public Meetings
With the directions coming from the federal government as well as the State Department of
Transportation in having a community transit plan in place and including all transit providers,
SCOK and other non - profits conducted public meetings prior to those from this year but records
of those meetings are not to be found.
The first of this year's public meetings happened on February 22, 2007 at the Kodiak Senior
Center. At these and subsequent meetings, which were held every two weeks throughout April
and May, in addition to the quarterly Human Services Coalition meeting, discussions took place
about KATS coordinated service gaps, vehicle inventories, the new grant process and strategies
to solve the unmet transportation needs for the next five years. Attached are the minutes from
those meetings.
What became most apparent at these public meetings was the need for transit services in the
evenings and weekends and to provide services to those people who might be at the poverty
guidelines but who were not associated with any non -profit agency. These people might need to
get to the Community Health Clinic, Head Start for parent meetings, Kodiak College and other
areas in town. With only one KATS bus in service and it being mainly used by non -profit clients
for most of the day and presently with little mass transit hours, these people who need
transportation are not being served. It is projected that with the Community Health Clinic now
servicing more than 800 patients each month, the mass transit hours need to increase. The
number of patients at the clinic is expected to grow as is the number non profit riders, especially
the number of seniors. Another unmet need that was identified at the public meetings was the
need for transit service on the weekends and evenings.
The final public meeting prior to the Kodiak Island Borough Assembly meeting to review the
transit plan and approve by resolution was held May 7 at the Kodiak Senior Center. Minutes
from that meeting are attached. Updated transit plan was presented to the Kodiak Island
Borough Assembly for approval at their regular meeting on September 18, 2008.
Survey of Human Service Providers
As a result of the meetings that began in February, 2007, non profit agencies listed unmet needs
for KATS and available resources. The following are the present unmet transit needs for KATS:
1. Need transportation for Community Health Clinic patients of which the number is
growing each month and is now up to 800 patients a month.
2. Need rides for people who are at poverty guidelines but who are not associated
with non - profits i.e. Head Start parents to get to nightly meetings at Head Start.
3. Need more service in the evening, mid -day and weekends for everyone.
4. Need more mass transit hours than the present limited service.
5. Need more transit time to get people to jobs on Coast Guard base late at night.
6. Need more transit time for nursing home residents.
7. Need rides for growing tourist industry with the number of cruise ships doubling
this year and Kodiak becoming a tourist destination.
This is the revised list of non profit agencies' unmet transportation needs as of September, 2008:
1. Need transportation for new and enlarged Community Health Clinic of which the
number is now up to 800 patients a month and will continue to grow.
2. Need rides for people who are at poverty guidelines but who are not associated with
non profits i.e. Head Start parents.
3.Need more service in the mid day and a second bus to run at that time.
4. Need more mass transit operational hours than the present limited service. With high
gas prices people are calling each day to use the bus. We have capital fund to purchase a
bus for mass transit but no operational funding. 4.
5. Need more transit time for nursing home residents.
6. Need rides for growing tourist industry in Kodiak. This year we had 18 cruise ships
in town.
7. Need mobility manager contracted to review system and analyze inefficiencies.
9
V. EXISTING TRANSPORTATION SERVICE AGENICES
c.
d.
e.
f.
g.
a. Senior Citizens of Kodiak, Inc. is located in the central downtown area. Its
membership and services are for 60 years of age and older. Transportation
provided by the agency is limited as seniors use KATS. One small five passenger
van is used to deliver home - delivered meals each weekday. It is not ADA. A
small ADA five passenger 1991 van is available for emergency use and also used
when KATS is tied up picking up people for transportation to and from the airport
for ADA clients. KATS is now used for the Island Cove Adult Day Program,
which is open on the weekends. SCOK is the owner of the 3 KATS vans. A new
vehicle arrived in the summer of 2007. SCOK has no designated staff who
serves as drivers and staff rotates in delivering home delivered meals.
b. Head Start is located in the upper area of downtown. They have a 28 passenger
School bus which is solely used to transport their 40 students, 20 students per bus
runs twice a day. The bus is also used for educational field trips. Two people at
Head Start are licensed to drive the bus.
Kodiak Island Housing Authority has a school bus that is used to transport
students from low income housing, Woody Way, to school. This vehicle is also
used to transport those same students to activities in the evening. KIHA also has
a seven passenger mini van and two 4 door sedans which are used only for clients
and staff.
Kodiak Area Native Association (KANA) has two vans that are used to
transport village beneficiaries when they are in town for clinic appointments and
for airport transportation for them. Only KANA beneficiaries are able to use this
transportation to the clinic only. One van is a six passenger van and not ADA and
the other is five passenger van that is ADA.
Providence Kodiak Island Counseling has an 11 passenger van not ADA, a
seven passenger van and a Ford Escort. None of the vehicles are ADA and they
are all minimally used by staff when they are available and for Community
Support Program clients only. Clients use KATS first.
Hope Resources has a five passenger car and a van that seats eight and neither is
ADA. They have no designated staff for drivers.
Providence Kodiak Island Medical Center has no vehicles for transporting
nursing home residents.
10
Agency
Equipment
Availability
Personnel
SCOK
5 passenger van
*3 KATS Transit
Buses
Meal Delivery
Island Cove ADC
Coordinated & Public
Transit
None -only when
available for
emergencies & for
meal delivery
Laidlaw contract -5
drivers
Head Start
28 passenger School
Bus
Client Only
2 drivers
KIHA
School bus - 20*
Minivan - 7
passenger
4 -door sedan
4 door sedan
Client Only
2 drivers
KANA
6 passenger van
KANA beneficiaries
1 driver
5 passenger van*
only
h. Sun'aq Tribe has no vehicles.
i Best Western Kodiak Inn has one seven passenger non ADA vehicle that is used from
transporting people to and from the airport to the hotel for their clients only.
J.
Shelikof Lodge has one non ADA seven passenger van that is used for hotel purposes
only.
k. A &B Taxi has 23 vehicles, none of which are ADA and are for private hire only.
1. Laidlaw has 25 buses used for student transportation only and three are ADA buses.
They have 42 employees and 5 are dedicated to KATS.
Equipment & Personnel
The table that follows shows the existing equipment and personnel. Availability of equipment is
limited by the type of vehicle, source of funding, grant requirements and insurance requirements.
Providence
Counseling Center
7 passenger van
11 passenger van
For community
support programs
only
When staff is
available
Providence Kodiak
Island Medical Center
None
None
None
Hope Resources
5 passenger car
8 passenger van
Clients only
Staff when available
Best Western Kodiak
Inn
7 passenger van
Hotel only
Hotel employees only
Shelikof Lodge
7 passenger van
Hotel only
Hotel employees only
A &B Taxi
23 cabs
For hire only
Paid taxi drivers
Laidlaw
22 buses
3 ADA buses*
Student transportation
only
42 drivers
* vehicle is equipped with wheelchair
.12
VI. IDENTIFICATION OF GAPS IN SERVICE
Transit Needs
Through community meetings and surveys, the following general areas were identified as areas
where needs are not being met or the present method of providing for the need is not adequate
and needs to be improved.
Area of Need & Frequency of Need per Month
1. More hours of coordinated transportation are needed during peak hours at mid -day and —
200 rides
2. More coordinated hours are needed for Kodiak Community Health Clinic patients who
cannot afford other transportation and are too sick to walk — 200 rides
3. More coordinated hours are needed for nursing home residents — 28 rides
4. Low income parents need coordinated transportation for Head Start parents in the
evenings — 81 rides
5. More hours are needed to get disabled to work in the evenings and weekends — 25 rides
6. More service to KANA clinic on non beneficiary tobacco cessation and anger
management sessions — 52 rides
7. More service to get Brother Francis Shelter clients to work in the early morning — 112
rides
8. More coordinated service to provide disabled tourists — 4 rides
9. More service for low income family transportation for single parents who are part of the
Child Care Assistance Program — 20 rides
10. More coordinated transportation specifically for shopping and to thrift stores — 20 rides
11. Coordinated transportation for youth employment during the summer months — 50 rides
12. More transit hours to get people to Alcoholics Anonymous meetings throughout the
community and on the Coast Guard Base — 20 rides
KATS currently averages about 1800 rides per month. With the unmet needs being listed, those
projected rides would increase to more than 2500 rides per month.
13
Vehicle Equipment Needs
KATS now operates with one new vehicle and has two vehicles as a back -up. The new vehicle
arrived in the summer of 2007. This vehicle is used for the main use during the weekdays and
weekends. We have been funded for another bus for mass transit service but we have not ordered
that vehicle yet.
In reviewing the inventory of vehicles owned by local non - profits, most are restricted to specific
client use. SCOK now fills in for KATS when needed for emergencies and on the first Thursday
of each month when the nursing home residents use the KATS vehicle for two hours for a
regular outing.
Personnel Needs
Presently with KATS contract for administration and operations with Laidlaw, drivers are
employed by this company. In order to expand service to meet transit needs and expand the
service to evenings and weekends which was done this year, more drivers have been needed and
operational as well as administrative costs have increased.
Included in the contract with Laidlaw for operations are drivers, their training and testing, all
maintenance for buses, insurance and dispatch services. SCOK presently pays Laidlaw $6879.57
each month in administrative fees and $36.86 per hour for operations. Extended hours for the
weekend and previously for the evenings are extra charges. Fuel is charged separately but KATS
receives the Laidlaw discount. Another $500 is paid to Laidlaw for being the main contact for
complaints, and to coordinate information going to the non profit agencies.
VII. PLANS FOR IMPROVEMENT AND STRATEGIES
With the public and Human Services Coalition meetings, the following recommendations for
improvements to KATS were discussed.
WHAT KATS DOES WELL
X Reliable and dependable service for the target population of elderly, developmentally
disabled, those at low income and welfare to work each weekday.
X Good group of Kodiak providers who continue to support the coordinated system in
contracting for rides as well as being supportive for grant proposals and public testimony.
X Service meets mission in assisting people of all ages and the target population continues
to live independently for as long as possible.
X Service is ADA and door -to -door with drivers who are caring and provide good safety to
riders. The drivers always get rave reviews.
X Contract with Laidlaw is consistent with caring employees who make sure riders are
picked up and delivered safely inside of residence.
X Coordinated service is flexible but allows for specific days for shopping and other
schedules during the day.
X Priorities allow for riders to get to medical and dental appointments first.
X Mix of populations on the bus each day.
X Number of riders continues to increase
X Human Services Coalition is ready -made venue for discussing coordinated service at
each quarterly meeting with providers.
X Complaints are handled by Laidlaw and SCOK immediately and resolved.
X KATS continues to provide quality weekday service even in bad winter weather.
X Mix of funding sources to maintain operations.
X SCOK staff can fill in once a month for nursing home residents to have an outing.
X New vehicle replaced this year. .
X Strong non -profit support for services for seven years and system is now on track
financially.
WHAT KATS NEEDS TO IMPROVE
X Increased hours of operation during mid -day and continue service for weekends to serve
unmet needs such as increased number of medical appointments at the Kodiak
Community Health Clinic, unmet need of more shopping time, evening classes at the
college. These needs were identified by riders in the annual KATS survey.
X Outreach to those clients who are low income but who are not affiliated with local non
profit so they might use service.
X Increase hours of operation to meet unmet need of the new Kodiak Community Health
Clinic patients, Head Start parents and Kodiak College students.
X Make sure chains are on buses and ready to use at all times in the winter with steep
driveways where clients need to be picked up or delivered.
X Do more marketing to the community as well as City of Kodiak and Kodiak Island
Borough on the asset KATS brings to keeping individuals living independently and
benefits to the municipalities.
X Have another transit bus to use for increased hours of operations and increase hours of
mass transit especially for when new senior housing is located on Near Island.
X Better marketing to assure all potential riders who need the service are aware of the
coordinated system and use it.
X Assure operational funding is stable and sustains system.
Issues
Strategies
High
Priority
Medium
Priority
Low
Priority
Maintain
current
level of
services
Engage community leaders in
transit needs, outreach &
education efforts; identify
funding opportunities.
x
Expand
KATS
service
Increase service with 2
vehicle during weekdays so
more riders can be at medical
appointments and nursing
home residents have
consistent outings.
X
Enhance
Commu
nication
&
Advocac
y
Continue to use HSC as
forum; establish a website;
provide newsletter for HSC
agencies; increase presence &
testimony on a continuing
basis before City Council &
KIB Assembly.
x
Outreach
With expanded hours, do
outreach to patients of Kodiak
Community Health Clinic,
KIHA residents, HeadStart
and at HSC meetings to
educate potential new riders.
x
STRATEGIES TO SERVE TARGET POPULATIONS
Safe
equipme
nt in the
winter
Assure that chains are on
vehicle being used so clients
can be picked up in steeper
driveway areas.
X
Seek
other
operatio
nal
funding
Continue to work with HSC
for contracts; seek other DOT
funding; advocate for transit
funding from City of Kodiak.
x
More
mass
transit
hours
Continue to seek more mass
transit funding to allow non
agency riders services and
have mobility manager to
assess system.
x
Marketin
g
Complete marketing plan for
coordinated service &
distribute to agencies.
x
Commu
Assure transit vehicles are
x
nity
part of plan for Kodiak Island
Planning
Borough and work with MB
and City in pandemic
planning and use of transit
buses for evacuations.
VIII. PROJECTS 2008
1.Assure KATS buses are safe and can make steep driveways in the winter in order to get
riders who need the service to get to medical and other appointments so they might
continue to live independently.
2. Develop communication and advocacy strategy at HSC meetings to meet with KIB and
City of Kodiak for transit funding support. Use Sustainable Kodiak as advocacy group.
3.With the 2 KATS vehicle, look at funding for more coordinated transit hours during
the mid - weekdays.
4. Assure transit vehicles are used in pandemic planning for the community.
5. Secure funding for mobility manager to assess the system for inefficiencies.
20
KODIAK ISLAND BOROUGH
ASSEMBLY WORK SESSION
Work Session of: Ai IA ' 1. ( 96o1
Please PRINT your name
Please PRINT
our name
Z,,A/4,
y