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2014-01-09 Work Session Kodiak Island Borough Assembly Work Session Thursday, January 9, 2014, 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) ITEMS FOR DISCUSSION 1. Reinstatement of a Fulltime Cooperative Extension Agent in Kodiak 2. Strategic Plan Update a. Planning and Zoning Goals and Objectives - Discussion b. Emergency Services Planning - Discussion c. Community Health Goals and Objectives - Introduction d. Landfill Collection and Disposal - Introduction e. Parks and Recreation - Introduction 3. Facilities Fund Presentation 4. Landfill Expansion Funding History 5. Kodiak Island Community Reception — Travel Dates and Budget 6. Assembly's Lobbying Trip to Washington, DC PACKET REVIEW PUBLIC HEARING Ordinance No. FY2014- Extension Agent from the University of Alaska O1C Amending Ordinance No. FY2014-01 by Fairbanks to Kodiak. Amending the Budgets for the Landfill Lateral Resolution No. FY2014-24 Authorizing the Expansion Project Phase III Due to Increased Borough to Issue General Obligation School Cost Estimates. Bonds in the Principal Amount Not to Exceed Project BUSINESS — None. $25,000,000 to Provide Funds for School and UNFINISHED Related Capital Improvements in the Borough NEW BUSINESS and to Pay Costs of Issuing the Bonds, Fixing CONTRACTS Certain Details of Such Bonds, Authorizing Contract No. FY2014-23 Agreement for Code Their Sale, and Providing for Related Matters. Compliance Review Services for the Kodiak Resolution No. FY2014-25 Establishing the Landfill Lateral Expansion Phase III Leachate Travel Policy of Assembly Members as Treatment Plant Facility Design Documents. Liaisons to Rural Communities. Contract No. FY2014-24 Landfill Lateral ORDINANCES FOR INTRODUCTION— None. Expansion Phase III Leachate Treatment OTHER ITEMS — None Plant. Change Order No. 6 Amending Contract MANAGER'S COMMENTS No. FY2014-13 Architectural and Engineering Services Term Contract for Design and CLERK'S COMMENTS Construction Administration for the Chiniak Underground Storage Tank Replacement MAYOR'S COMMENTS Project. RESOLUTIONS ASSEMBLY MEMBERS COMMENTS Resolution No. FY2014-23 Supporting the Reinstatement of a Fulltime Cooperative FROM :Strawberry Fields Nursery FR( NO. :9074874389 Nov. 27 2013 10:4 P1 RECEIVED .gip<L;P Y ti'+; ..t" KODIAK ISLAND BOROUGH NOV 2 7 2013 • AGENDA ITEM REQUEST FORM BOROUGH CLERICS KODIAK.ALASKA Desired date for the Item to appear on an Assembly agenda: Due-tat at Name: Lome White Organization: Kodiak Farm Bureau Address: Box 476 Kodiak,AK Phone#:487-2292 Cell#:639'6343 Email: strawberryfelds@ga.net Please state the item you wish to have placed on the agenda mg submit any applicable documents with this form. A Resolution of the Kodiak Island Borough supporting the reinstatement of a University of Alaska Fairbanks Cooperative Extension Agent,full-time, In Kodiak. Please state the desired action of the Assembly: Pass a Resolution supporting legislative action to fund a full time cooperative extension agent in Kodiak. Do you wish to present this to the Assembly? X Yes No Presentations are normally limited to 15 minutes. If more time Is desired, please state how many minutes is requested: 5 Do you need to have access to equipment for this presentation such as a computer, projector, DVD player?If so, please state the equipment needed below Nothing needed Please see additional information on the back of this form. 1 Introduced by: KIB Assembly 2 Requested by: Assembly Member Jeffrey 3 Drafted by: Assembly Member Jeffrey Introduced on: 02/18/2010 4 Amended: 02/18/2010 5 Adopted on: 02/18/2010 6 7 8 KODIAK ISLAND BOROUGH 9 RESOLUTION NO. FY 2010-27 10 11 A RESOLUTION OF THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH 12 URGING THE UNIVERSITY OF ALASKA FAIRBANKS COOPERATIVE EXTENSION 13 SERVICE TO ESTABLISH A COOPERATIVE EXTENSION SERVICE DISTRICT OFFICE WITH 14 A FULL TIME EXTENSION AGENT IN KODIAK 15 16 WHEREAS, harvesting marine resources and land mammals for food is a 10,000-year-old 17 tradition for the people of Kodiak; and 18 19 WHEREAS, the Federal government recognizes that Kodiak residents still depend on 20 subsistence fishing and hunting to feed their families and thus grants Kodiak "rural" status to 21 allow subsistence use; and 22 23 WHEREAS, food preservation and safety education is vital to Kodiak because most residents 24 process fish and game at home or eat subsistence fish and game processed by friends and 25 family; and 26 27 WHEREAS, Kodiak is the largest commercial fishing port in Alaska and home to the largest 28 U.S. Coast Guard base in the nation; and 29 30 WHEREAS, an extension agent and a Cooperative Service District Office in Kodiak would 31 serve the Kodiak community of 13,500 residents, making Kodiak one of the top ten largest 32 communities in the state; and 33 WHEREAS, the commercial fishing industry workforce and rotating Coast Guard personnel 34 create a highly transient population in Kodiak that would benefit from Extension Service food 35 preservation and safety and health and safety resources, agent and office in Kodiak; and 36 37 WHEREAS, Kodiak is a remote rural community with limited youth activities and has critical 38 youth development needs; and 39 40 WHEREAS, the residents of Kodiak are actively seeking ways to adopt energy conservation 41 measures in their homes, have formed a grassroots "Sustainable Kodiak' committee and would 42 utilize Extension Service resources, agent and office in Kodiak. 43 Kodiak Island Borough Resolution No. FY2010-27 Page 1 of 2 44 NOW, THEREFORE BE IT RESOLVED THAT THE ASSEMBLY OF THE KODIAK ISLAND 45 BOROUGH urges the University of Alaska Fairbanks Cooperative Extension Service to Establish 46 a Cooperative Extension District Office with a full-time extension agent in Kodiak. 47 48 ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH 49 THIS EIGHTEENTH DAY OF FEBRUARY, 2010 50 51 KODIAK ISLAND BOROUGH 52 53 I 54 AI r 55 A ST: Jerome M. Selby, Borough Ma ,r 56 57 58 _ 59 Nova M. Javier, M F Borough Clerk Kodiak Island Borough Resolution No. FY2010-27 Page 2 of 2 1 Introduced by: Borough Manager 2 Requested by: Kodiak Farm Bureau 3 Drafted by: Lorne White Introduced on: 01/16/2014 4 Adopted on: 5 6 KODIAK ISLAND BOROUGH 7 RESOLUTION NO. FY2014-23 8 9 A RESOLUTION OF THE KODIAK ISLAND BOROUGH ASSEMBLY 10 SUPPORTING THE REINSTATEMENT OF A FULLTIME 11 COOPERATIVE EXTENSION AGENT FROM THE UNIVERSITY OF 12 ALASKA FAIRBANKS TO KODIAK 13 14 WHEREAS, a fulltime Cooperative Extension Agent was on duty on Kodiak Island from 15 1980 to 1999; and 16 17 WHEREAS, a fulltime Cooperative Extension Agent is still needed on Kodiak Island; and 18 19 WHEREAS, recent expansion of hoophouse and greenhouse and farmer markets has 20 proven the need for agricultural/horticultural expertise in Kodiak; and 21 22 WHEREAS, the 4-H youth program has continued depending solely on volunteers for 23 leadership that needs to be assisted with a trained and educated extension agent; and 24 25 WHEREAS, the temporary part-time 4-H program aid located in Kodiak has been helpful 26 but lacking in hands-on knowledge of horticultural and agricultural needs in Kodiak; and 27 28 WHEREAS, the Kodiak State Fair needs assistance with training and education for 29 agricultural endeavors; and 30 31 WHEREAS, the Alaska legislature is the only body that can logically provide the funds to 32 re-install an extension agent in Kodiak; and 33 34 WHEREAS, food preservation and safety education is vital to Kodiak because most 35 residents process fish and game at home or eat subsistence fish and game processed by 36 friends and family; and 37 38 WHEREAS, an extension agent and a Cooperative Extension Service District Office in 39 Kodiak would serve the Kodiak community of 14,000 residents, making Kodiak one of the 40 top ten largest communities in the state. 41 42 NOW, THEREFORE BE IT RESOLVED, BY THE ASSEMBLY OF THE KODIAK ISLAND 43 BOROUGH requesting the Kodiak State Represetative and State Senator to fully fund a 44 cooperative extension agent in Kodiak in the amount of at least $92,100 per year starting in 45 July 2014 (FY2015). 46 Kodiak Island Borough, Alaska Resolution No. FY2014-23 Page 1 of 2 47 NOW, THEREFORE BE IT FURTHER RESOLVED BY THE ASSEMBLY OF THE 48 KODIAK ISLAND BOROUGH THAT the Borough Clerk forward copies of this resolution to 49 the Governor, the Kodiak State Legislature, and the University of Alaska Board of Regents. 50 51 ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH 52 THIS DAY OF 2014 53 54 KODIAK ISLAND BOROUGH 55 56 57 58 ATTEST: Jerrol Friend, Borough Mayor 59 60 61 62 Nova M. Javier, MMC, Borough Clerk Kodiak Island Borough, Alaska Resolution No. FY2014-23 Page 2 of 2 `yVANp-QO Kodiak Island Borough Items already reviewed OOH s} Strategic Leadership Plan Items under review ,0 W• += 5-Year Goals for 2014-2018 Items to be reviewed 10'64 4;07 ALASKA : 1: Borough Governance y ,. Establish implement and monitor policies that;support prosperity and viability of the commu s ity(?. 1 Responsible {-_ �° ;° y Time Line Department Goal 1: To provide direction, through the Borough manager, on the operations of the Borough. Goal 2: To pass legislation to enhance the safety, health, education and enjoyment of Borough Residents. Goal 3: To conduct affairs of the Borough in a manner that is transparent to the public Goal 4: 'Develop comprehensive, yet realistic, energy policies. Goal 5: Goal 6: Goal 7: Goal 8: Goal 8: Goal 9: 2: Financial stability and Operatienal Effectiveness The Kodiak Island Bor"ough will effectively manage the financial resources our'cltizens'provldelfor't Borough Bove nment Our'staff willlstrive to deliver excellent services at the most reasonable cost: We will ensure that.Borough`residents receive'great value for their tax dollars and.that Borough programs,services and capital,projects benefit.the community as a whole We•recognize.thattlour-' citizensdemand accountability and adaptability;especially when evaluating and:pnorrtlzing nOn Responsible essential services. spa ae- x Time Line Department Goal 1: To provide an assessment program that produces fair and equitable assessments on all real and personal property and meets or exceeds state standards for assessments. I _ Assessing Goal 2: To collect all Borough revenues,to include property and severance taxes, in a timely and efficient manner. Finance I 1 Goal 3: To avoid issuing debt to finance ongoing operations. Finance Goal 4: Actively pursue outside revenue sources, particularly Federal and State Grants Finance Goal 5: To prepare accurate and timely financial reports in accordance with GFOA and GASB standards. Finance Goal 6: To budget the Borough's resources to provide the best essential services to the residents, at the lowest cost to our citizens. Finance Goal 7: Develop a comprehensive human resource strategy to include hiring capable employees, compensating our employees fairly, and providing proper education. Manager Goal 8: Maintain and improve the Borough's GIS system to assist with the assessment of real property within the Borough. IT Goal 9: Invest Borough funds with the primary objective of safety, followed by availability of funds, and finally interest earnings. Finance 3:Infrastructure and Facilities ," x a ` The Kodiak Island Borough poperates and maintains a broad range of facilities and Infrastructure I Responsible critical to meeting community needs:. ' ;. '; s 's. Time Line Department Goal 1: (Plan and provide infrastructure and facilities essential to community growth. I IE(F Goal 2: Maximize existing facility and infrastructure life through conditions surveys, maintenance, and Renewal & Replacement programs. E/F Goal 3: To provide risk management through self insurance and insurance. I (Finance Goal 4: To construct and operate a community landfill that meets all federal and state regulations Finance Goal 5: Develop strategies to achieve a 50% diversion rate of waste deposited at the landfill by 2020. Finance Goal 6: Provide functional facilities and equipment for efficient landfill operations. Finance Goal 7: Operate the landfill in a manner that extends its useful life. 'Finance • 4: Economic Vitality- Economic vitality is a community's capacity.to be economically competitive resilient and-attractive toi private and public enterprise:This requires•strength to withstand the ups and,downs of an economic Responsible cycle. ` i I Time Line Department Goal 1: Increase the non-residential property tax base by facilitating commercial and industrial development CDD Goal 2: Increase primary sector, non-Borough, employment in the Borough. I Assembly Goal 3: Create an environment that fosters the recruitment and retention of young talent. 'Assembly 5: Education The Borough recognizes that having an education-is important to,all of our citizens and that the Responsible Borough es a whole will benefit from having an educated'.populace. ± Time Line Department Goal 1: To provide safe and functional educational facilities to educate our children in the best possible manner. E/F Goal 2: To provide property and liability insurance so that the school district can continue to function in case of disasters to property or lawsuits against the school district. Finance Goal 3: Fund school district operations comensurate with the school district's needs and within the minimun and maximum contribution requirements of the State of Alaska. Assembly Goal 4: Promote post-secondary eduction by contributing funds for the operation of the Kodiak Community College. Assembly Goal S: Explore opportunities for additional voc-tech education programs Assembly 6: Community Development " -- •, KIB provides.area wide comprehensive planning and land-use regulations as required by state law. J The framework of goal policies and implementation actionsis established in the adopted KIB I Comprehensive Plan The Borough strives to:provide these services and related:functions in a fair and' equitable fnanner Doing so benefits the general health,safety;and welfare of the'community as a ,way > whole helps preserve andenhance property values and provides opportunities>for economic growth] Responsible and men develo t e ° ' Mp -` � ° °_ ,�,� „sir �� '• . (Timeline Department Goal 1: Maintain and update the island-wide comprehensive plan and land development regulations on a periodic basis. CDD Goal 2: Provide a fair and equitable system of enforcement of Borough codes. CDD Goal 3: Complete the ongoing updates of the Borough Subdivision, Zoning, and Land Management ordinances that implement the Comprehensive Plan. CDD Goal 4: Coordinate with other entities in the establishment of step down or neighborhood plans (New Near Island Plan, Downtown Revitalization Plan, etc.). CDD Goal 5: Continue to use and improve our GIS system and other new technologies for planning our community. I/T Goal 6: Administer the Hazard Mitigation plan for the Borough and ensure that it is up to date in accordance with FEMA standards. CDD Goal 7: Maintain the Kodiak Area Emergency Operations Plan and conduct annual reviews as required by the AK Division of Homeland Security. CDD Goal8: Management ordinances to implement the Comprehensive Plan. CDD Goal 8: Support the ongoing work of the Parks and Recreation Committee in planning for park facilities,trails, and recreation. CDD Goal 10 7: Emergency Preparedness The Borough prepares for emergency's on both an area wide and non area,wide basis to ensure the safety of ourresidents andtheir property. The Borough participates in several emergency Responsible management+programs ancLsupports other{avenues that provide these services: i Time Line Department Goal 1: 911- maintain an accurate 911 system I/T Goal 2: Provide fire prevention, fire fighting, and Emergency Medical Technicians to Borough residents on a non-area wide basis. Fire Districts Goal 3: (Homeland Security CDD Goal 4: Engage and support the Local Emergency Planning Committee programs and functions. CDD Goal 5: Maintain the Kodiak Area Emergency Operations plan and conduct annual reviews as required. CDD Goal 6: Prepare for all hazard emergencies through participation in table top and full scale emergency exercises. CDD Goal 7: Goal 8: 8: Land Management " «g ° ° The significant land and resource base of the Kodiak Island Borough is managed as a trust for.the public. The Borough will develop strategies to,identify and conserve these resources to maintain Responsible quality of:life while balancing the-realities of.growth and technological advances. Time Line Department Goal 1: Pursue sound land and natural resource stewardship practices while minimizing adverse impacts on the physical environment. RM � I Goal 2: Generate revenue through leases, license agreements and land sales consistent with the Borough's financial goals and the Comprehensive Plan, in balance with the Borough's non- financial goals and the real estate market. RM I I Goal 3: Identify and retain/obtain land for public purposes such as open space, recreational areas,trails, rights-of-way, and public facilities. RM 1 I Goal 4: Employ prudent business practices and real property management principals in the public interest in the use, development, and/or disposal of Borough land. RM Goal 5: Utilize the most recent improvements in GIS and air photo technology to identify land features, wetlands, slopes, shorelines and drainages. RM Goal 6: Goal 7: 9: Healthcare Recognizing that good health'care is one-of the most important qualities of a healthy community, • the.Kodiak"Island Borough;'will.provide the infrastructure for-medical care to oyr residents a d' visitors The.Borough will also contract with organizations to best provide health care services to our c, • : Responsible residents. a. ,° w r ' ;:r y �. s.. Time Line Department Goal 1: Provide for a full range of health care services and facilities for all Kodiak citizens. Assembly Goal 2: Provide health care facilities that will serve the community of Kodiak into the future. Assembly Goal 3: Work with federal and state health care programs and health care providers to stabilize health care costs in the community. Assembly Goal 4: Contribute to local non-profits providing health care services to Kodiak residents. I (Assembly Goal 5: Support the coordination of health care services within the community. I 'Assembly 10: Transportation p ? Goal 1: Provide and maintain roads on a non-area wide basis. • Service Districts Goal 2: Make sure that our ferry keeps running and that we can get a new one. I Assembly Goal 3: To provide, or have the State provide, a intra Borough ferry system. 'Assembly Goal 4: Maintain a system of safe airports-we can only lobby for this 'Assembly Goal 5: Make sure docks are available and usable (Anton Larson) E/F Goal 6: EXISTING STRAT PLAN 482 . F. Community Health Goals and Objectives 483 1. Seek to acquire sufficient land to support future Hospital growth that is reflective of 484 the Master Facilities Plan for the Hospital. 485 a. Seek to acquire sufficient land to serve any future construction needs. 4S6 b. Work cooperatively with hospital management to explore replacement of the care 487 center with a new facility that will meet the current and future needs of long-term 488 care. 489 c. Work cooperatively with hospital management to provide a better facility, and 490 possibly closer to the hospital, for rehab services. 491 d. Seek to research all options in order to provide quality health care to citizens of 492 Kodiak Island. 493 494 2. Continue to advocate for appropriate full reimbursement of hospital costs and citizen 495 medical expenses covered by the State, Federal government and United States 496 Coast Guard in an equitable manner. 497 49S 3. Seek out additional grant opportunities. 499 4. Advocate for the best health care in a coordinated manner with Federal, State, and 500 local agencies. 501 502 5. Work with other agencies in Kodiak to develop quality health care facilities for Kodiak 503 Island citizens. 504 505 6. Work cooperatively with hospital management to review the status of hospital 506 facilities including renewal and replacement projects on an annual basis. 507 / 508 d G. Solid Waste Collection and Disposal Goals and Objectives 509 1. Continue implementation of the comprehensive solid waste management plan that 510 addresses the solid waste function for the next 20 to 50 years in a cost effective and 511 efficient manner. 512 a. Continue to monitor the Solid Waste rates. 513 b. Continue to take steps to extend the existing landfill life as well as any new cells 514 through comprehensive reduce, reuse, and recycling efforts. 515 c. Continue to investigate federal and state loans and grants to pay for lateral 516 expansion and closeout of the existing "footprint" upon closure. 517 d. Work with community partners including KIBSD, Kodiak College, and United 518 States Coast Guard to recycle waste and to add recycling education to their 519 education programs. 520 e. Continue to coordinate with the City of Kodiak on the junk auto removal program. 521 f. As a priority, develop an associated business plan for convenience/reuse 522 stations prior to implementation. 523 g. Continue efforts through the existing professional services agreement to 524 accomplish solid waste objectives. 525 h. Commit funding for community outreach and education. 526 Kodiak Island Borough, Alaska Resolution No. FY2013-22 Page 13 of 15 527 2. Review and update the Solid Waste Management Plan. 528 529 3. Evaluate and analyze the recycling program to create a long-term participatory 530 program and plan that is sustainable and continue to aim for the diversion goals of 531 50% by 2020. 532 533 H. Parks and Recreation Goals and Objectives 534 1. Evaluate and identify those lands under Borough ownership that would be 535 appropriatly developed for passive parks and recreation facilities, 536 a. Develop a comprehensive Parks:Plan to guide future investment decisions on 537 new parks and ensure adequate maintenance of exisiting parks including a 538 renewal and replacement plan for existing parks. 539 b. Review urban areas for potential neighborhood pocket parks in areas of existing 540 residential development. 541 c. Develop standards for playground equipment and related improvements to 542 ensure the highest degree of utility and safety at the lowest reasonable cost. 543 d. Meet with the Parks and Recreation Committee on a quarterly or as needed 544 basis. 545 e. Retain access to public lands for the enjoyment of all recreation users. 546 f. Create an interconnected system of multi-use bicycle and pedestrian paths for 547 residents and visitors. This trail system should link schools, parks, 543 neighborhoods, and trails with multiple destination points. 549 g. Continue to work with the City of Kodiak and the KIBSD to ensure that the 550 construction, operation, and maintenance of joint use recreation facilities are 55t efficiently managed in the best interests of the overall community. 552 553 2. Encourage the Parks and Recreation Committee to move ahead with conceptual 554 plans for Mill Bay Park and End of the Road Park. 555 556 I. Economic Development Goals and Objectives 557 1. Maintain vigilance and effective participation in fishery politics and legislation that 558 advocates for long-term preservation of landings of product to the Borough and 559 ensures any environmental restrictions on fisheries are based on sound science and 560 fairly reflect any socio-economic impacts on our region. 561 a. Continue to work with the City of Kodiak, including the Kodiak Fisheries Work 562 Group, and Kodiak Fisheries Advisory Council (KFAC) to pursue a 563 comprehensive and effective program that leads to sustainable and economically 564 productive fisheries that ensure the long-term health of the fishery habitat and 565 ecosystem. 566 b. Manage a shared fisheries representative for the Kodiak Island Borough and the 567 City of Kodiak at all levels of fisheries management meetings. 568 c. Find and work with industry representatives that have a regional and cooperative 569 focus to assist in the direction of efforts and resources in affecting fisheries policy 570 and legislation. ' Kodiak Island Borough, Alaska Resolution No. P12013-22 Page 14 of 15 Hi Bud, Please delete what was previously included under healthcare and I am proposing KIB consider the following strategic goals relating to healthcare: 1. Determine feasibility of renovating vacated Care Center and relocating physical therapy services to hospital campus. 2. Develop plan and timetable for replacing 1968 (46 years) addition of hospital. 3. Identify and prioritize major facility and plant maintenance requirements and develop a multi- year execution plan to align with Hospital Enterprise Fund reserves. 4. Begin discussing Providence/KIB relationship to include major lease elements prior to hospital lease agreement expiring in 2017. Meagan Christiansen Subject: FW: KIB Strategic plan From: Guilas Hawver, Mary [mailto:Mary.GuilasHawven@providence.orq] Sent: Sunday, January 05, 2014 11:58 AM To: Rush, Donald; Bud Cassidy Cc: Berglund, Carlene; Warnecke, Jocene; Jensen, Welby N Subject: FW: KIB Strategic plan Hi Don and Bud, Below statement is what I originally sent to Karl Short for the KIB Strategic planning on Health Care for OP Counseling at PKICC. I don't have a problem with what Bud sent this morning, "Provide a mental health facility to support the psychological needs of our residents to include counseling for substance abuse." FYI—I will not available to come to the KIB mtg. on January 9t". I apologize. I will be out of town on business this day. I will be sending Carlene Berglund and Jocene Warnecke in my stead. Thank you. Mary From: Guilas Hawver, Mary Sent: Friday, December 27, 2013 2:41 PM To: 'Karl Short' Subject: FW: KIB Strategic plan Here it is Karl. "KIB, in partnership with Providence Kodiak Island Counseling Center(PKICC), will maintain a mental health facility. PKICC will ensure delivery of quality behavioral health services, including mental health and substance abuse assessments, available to all residents of the Kodiak Island Borough archipelago." Mary Mary Guilas-Hawver, Director Providence Kodiak Island Counseling Center 717 E, Rezanof Dr. Kodiak,AK 99615 ph: (907)481-2400 x 2423 fax:(907)481-2417 marv.r'ailashawver'a providence.ork, utPROVIDENCE Health&Services "As people of Providence,we reveal God's love for all,especially the poor and vulnerable,through our compassionate service." Respect I Compassion I Justice I Excellence I Stewardship t From: Karl Short [mailto:kshort(akodiakak.us] Sent: Tuesday, December 17, 2013 11:46 AM To: Rush, Donald; Swanson, Amanda; Guilas Hawver, Mary Cc: Bud Cassidy; Clerks Subject: KIB Strategic plan This is the format we are using for our strategic plan this year. The functions we have covered so far are Financial Stability, Emergency Preparedness and Community Development. The material in the other functions is more of a placeholder than anything else. I pretty much just wrote down the first things that popped into my head for the health care goals. In health care we need someone to write a description of the function. Then we need to discuss what our goals should be. Amanda, would it be ok if I left the health care function description up to you? I am assuming that Mary can take care of mental health and Amanda and Don can take care of the hospital and LTC. You can send your goals back to me and I will paste them into this document. Then I will send them back to you to make sure you are okay with the final health care section. Most of our goals do not have timelines. If you have a function with a timeline put it in, if you don't, leave it out. This message is intended for the sole use of the addressee,and may contain information that is privileged,confidential and exempt from disclosure under applicable law. If you are not the addressee you are hereby notified that you may not use,copy,disclose,or distribute to anyone the message or any information contained in the message. If you have received this message in error,please immediately advise the sender by reply email and delete this message. 2 ##3 '°. Kodiak Island Borough R j n • MEMORANDUM TO: Kodiak Island Borough Mayor and Assembly THROUGH: Bud Cassidy, Borough Manager FROM: Karleton Short, Finance Director�/�/�))' SUBJECT: Facilities Fund loans �1 DATE: January 3, 2014 There has been some discussion about how both the corpus and interest earnings of the Facilities Fund can be used. There have also been discussions on how expenditures in the R & R project fund will affect the mill rate. Per Borough Code, only 85% of the previous year's interest earnings can be used for debt service, property insurance and capital projects. Only 50% of these earnings can be used for Debt Service. These amounts are shown on the income statement as transfers out. The Facilities Fund has loaned money to the K.F.R.C., Bayside Fire Department, the hospital enterprise fund, to Womens Bay Fire District, and others. These are not considered transfers out. These loans are shown on the balance sheet as loans to the various entities. As these loans are paid the Facilities Fund receives both the principal amount due plus interest. These loans can be paid for by an outside revenue source or a transfer in from another fund. An outside revenue source is generally a property tax but can also include State grants or other revenues derived from entities outside of the Borough. The School District applies for the R&R projects, not the Borough as per the State regulation. The R&R projects are then scored and ranked by DEED. Then the governor usually funds a portion of the list. If we score high enough on the funding list and if the Governor funding hits one of our projects on the ranked list, then we have the potential to be reimbursed for 70 % of these types of projects. The School District can submit any of our completed projects for up to 3 years after the completion of the project. One of the reasons we have been completing projects first with other funding sources and then submitting for reimbursement is that a completed project always scores higher than an uncompleted project. This is because they know your budgets are good and design is complete. Doing it this way we have a better chance of getting reimbursed from DEED. The Borough can also transfer funds to pay for part of these project expenditures. I believe that the Facilities Fund can only fund an ongoing project, not loan expenditures after the project is complete. Other funds may make transfers into the R & R fund to reduce loan expenditures. In the past the Borough has considered these inter-fund loans as investments in a political subdivision of the State of Alaska, to include the Borough and any of its component funds. There has been some discussion on whether or not these loans will cause the mill rate to be increased. There is a cost to doing these projects. These costs can be paid for by state grants, transfers in from other funds, property taxes and other sources that may become available. As Borough debt is being retired as bonds mature the debt service payments that were going to these debts can be spent on the new debt service. A good example of this is the retirement of hospital debt. Future interest earnings on Facilities Fund investments will have a huge impact on the mill rate needed to pay off these loans. If the Borough can earn 3.5% interest the Borough can make these loan payments without raising the current mill rate. The Borough has earned between 2 and 6 per cent interest on Facility Fund investments. As an option the Borough can invest in a 10 year, non-callable Federal agency instrument, such as a FHLB, to earn 5%. However, even though the interest rate is set and will not change the market value of this instrument may change leading to "book losses or gains" which can show interest earnings both above and below the 5% interest the Borough will earn over the life of the investment. While the Facilities Fund does not pay the costs of the inter-fund loans it does pay for the debt service on our general obligation bonds reducing the need to make these bond payments from property taxes. 2 MELVIN M . STEPHENS, II A PROFESSIONAL CORPORATION ATTORNEY AT LAW 326 CENTER AVENUE, SUITE 90A P.O. BOX 1129 KODIAK,ALASKA 99615 TELEPHONE 1907) 486-3143 MEMORANDUM TO: KIB Mayor and Assembly FROM: Melvin M. Stephens, Ic..„; _��—_ RE: Restrictions on Use of Facilities Fund Assets DATE: January 9, 2014 I feel that Karl Short's January 3 memorandum on the subject of "Facilities Fund loans" glosses over a number of issues which should be a source of concern to all of us. First and foremost, the use of Facilities Fund assets is explicitly restricted by the Borough Code. The purpose behind the fund, which was created from proceeds of the sale of Borough property on Shuyak Island, was "the establishment of a permanent fund for facilities in the Kodiak Island Borough" so as to "provide revenue for future buildings."' In order to prevent fund assets from being dissipated over time, the assembly's authority to make appropriations from it was limited to the "excess income" realized from fund investments. This was defined as 85 percent of investment income. The remaining 15% was to be added to fund corpus so as to offset the effects of inflation.' KIB Ordinance 94-17. 2 KIBC 3.10.120 reads, in relevant part: B. The fund may be invested only as provided in KIBC 3.10.030. The fund may not be appropriated or spent, except as provided in this section. The earnings or principal shall at no time run or supplement the running of government except as specified in this section. D. The excess income of the fund is defined as 85 percent of the annual investment income from the fund. The excess income of the fund is available for appropriation by the assembly in the fiscal year following the year in which the income is earned. Mayor & Assembly -2- January 9, 2014 Appropriations from the "excess income" of the fund are further restricted to four explicitly designated purposes.; "A portion of the fund may be appropriated for another purpose only upon approval of an ordinance ratified by a two-thirds majority of the qualified voters at a regular or special election." (KIBC 3.10.120.E). The Borough has never sought, much less obtained, voter approval to make appropriations from the Facilities Fund above and beyond the restrictions mandated by KIBC 3.10.120. Furthermore, its annual budgets have typically appropriated the maximum allowable portion of Facilities Fund investment income,' rendering any further dissipation of Facilities Fund assets presumptively unlawful. The Borough Code is explicit on this score: "The fund may not be appropriated or spent, except as provided in this section." (KIBC 3.10.120B). With the foregoing as background, let us now turn to the practice of funding Renewal and Replacement (R&R) projects with what are styled as "loans" from the Facilities Fund. This practice was initiated following the voter's rejection in 2009 of a ballot proposition which would have authorized the issuance of up to $12.5 million of General Obligation bonds "to finance the planning, design and construction of renewals and replacements of Borough buildings and other facilities." It appears that, being dissatisfied with what was regarded as an "incorrect" vote of the people, Borough staff simply went forward with the projects in question by "borrowing" the necessary funds from the Facilities Fund. The amounts involved in these "loans" have been substantial,' and the legal justification for KIBC 3.10.120.D provides that "The excess income of the fund may be appropriated only for the following purposes: 1. Maintenance and repair of existing borough facilities; 2. Insurance paid by the borough for borough buildings; 3. Upgrade and reconstruction of existing facilities; 4. Debt service on general obligation bonds issued for facilities construction — up to 50 percent of excess may be used for this purpose. From FY 2001 through FY 2012, the Facilities Fund realized a total of approximately $14.1 million of investment income and transferred out a total of approximately $12.4 million, or 88 percent of this amount. Because "excess income" from the fund is not available for appropriation until the fiscal following that in which it was earned, the foregoing figures should not be construed as reflecting a violation of the 85 percent expenditure limitation. Rather more concern arises from a more precise and shorter term snapshot. E.g., from, FY 2009 through FY 2011 the investment earning from the Facilities Fund totalled $2,928,893. From FY 2010 through FY 2012 Transfers Out from the Facilities Fund totalled $2,591,089, or 88% of the FY09-FY11 investment earnings. s The FY 2011 Budget stated (p.12): "Renewal and Replacement projects are being funded by a $2,544,897 loan from the Facilities Fund. This loan will have to be paid back with property tax revenues." Likewise, the FY 2012 Budget stated (p.14): "Our Renewal and Replacement projects are being funded by a $4,437,414 loan froth the Facilities Fund. This loan will have to be paid back Mayor & Assembly -3- January 9, 2014 them is anything but apparent. Indeed, I think the most reasonable conclusion is that they are clearly unlawful by reason of violating the restrictions of KIBC 3.10.120. Purely as a matter of municipal accounting practice, it is not particularly unusual to see the use of "inter-fund loans" to smooth out or avoid problems associated with the need of a given fund to make expenditures before the fund revenues which are otherwise expected to cover those expenses have been collected. This practice assumes, however, that there are no restrictions on use of the "creditor" fund's assets to make such loans. That is not the case with respect to the KIB Facilities Fund, however, because KIBC 3.10.120 does not authorize the Facilities Fund to act as a "bank" for other Borough funds and, as noted above, explicitly states that fund assets "may not be appropriated or spent, except as provided in this section." This is precisely what is being done with the "loans" here in question, however. They are supposedly authorized by budget ordinances and thus constitute appropriations of Facilities Fund assets above and beyond the "excess income" threshold imposed by KIBC 3.10.120D. To comply with the Borough Code, such appropriation or expenditure of Facilities Fund assets must be approved by a two-thirds vote of the people. This problem — i.e., the lack of a legal foundation for "loaning" Facilities Fund assets to other KIB budget funds — cannot be justified either by the observation that "we've done it before," or by enumerating possible sources of future revenue, other than taxes, which might be applied towards repayment, or by emphasizing the merits of the projects for which the loan funds are being used.' If inter-fund loans are necessary, they should come from the General Fund or a similarly unrestricted budget fund, not from the Facilities Fund. And, if, despite the voters' rejection of them, particular R&R projects are felt to be necessary and appropriate, they should be financed through current tax levies or other legal funding sources, not by raiding the Facilities Fund through the subterfuge of supposed "loans" which will "have to be" paid back with property taxes levied by future budgets against future taxpayers.' with property tax revenues." The FY 2013 Budget shows (p. 208-09) a loan totalling $5,235,556 from the Facilities Fund to the Renewal and Replacement Fund through the FY 2012 Amended Budget with that figure increasing by $2,091,517 as a result of the FY 2013 Budget amendment to ta total of$6,340,726. That same budget shows (p. 209) a Facilities Fund loan of$4,074,806 under the column "Activity FY 2013." The FY 2014 Budget showed additional revenues and expenditures of$2,108,611 associated with the Renewal and Replacement Projects (Fund 469). (p. 5, Backup Info to Ord. 2014-01). 6 One doesn't get out of a traffic ticket by establishing a pattern of having committed the same infraction, without adverse consequences, in the past, nor is one allowed to shoplift groceries so long as they are intended to feed a hungry child. Repeated statements to this effect in Borough budget and audit documents are worthless, of course, because a current assembly cannot bind a future one to levy taxes for particular purposes or in certain amounts. • Mayor & Assembly -4- January 9, 2014 Karl's suggestion that the use of Facilities Fund assets for inter-fund loans might be justified by characterizing such loans as "investments" authorized by KIBC 3.10.1208 fails to bear up under even the most cursory scrutiny. True enough, Facilities Fund assets may be invested in "bonds or other evidence of indebtedness" of "any" Alaska municipality, but construing this language as authorizing Facilities Fund assets to be "invested" in unsecured loans to other KID budget funds which rely upon an areawide tax levy to generate revenues would sanction absurd results. The purpose of investing Facilities Fund assets (or any other assets, for that matter) is to generate a positive net return on that investment, hopefully a return which will exceed the relevant rate of inflation. "Loaning" money to oneself and supposedly "repaying" that loan, with interest out of future sources of one's personal income can never achieve this result, because every dollar of interest earned on such an "investment" is offset by a dollar of "debt service" interest. Furthermore, using Facilities Fund assets as a source of loans to the R&R Fund (Fund 469) defeats the objective of maintaining the Facilities Fund as a permanent, hopefully inflation-proofed, fund for the maintenance of Borough facilities (and other authorized purposes). If, without a vote of the people, it is permissible to "loan" $1 million of the Facilities Fund corpus to the R&R fund under the guise of having "invested" that$1 million, then it would be equally permissible to "invest" the entire corpus of the Facilities Fund in such a loan. This would, of course, completely drain the Facilities Fund. The corpus would then consist of an I.O.U. effectively reading "The Borough's left pocket (the R&R Fund) owe's its right pocket (the Facilities Fund) the specified loan amount at the specified rate of interest" all of which would supposedly be "paid back" by future areawide property tax levies. The absurdity of such a result is fatal to the suggestion that the "loans" which the R&R Fund has been receiving from the Facilities Fund constitute the permissible and duly authorized "investment" of Facility Fund assets as opposed to the unauthorized and unlawful appropriation and expenditure of those assets. Such loans do not, in fact, appear on the list of Borough investments and they can never generate net income to the Borough.' They are not authorized by KIBC 3.10.120 and we need to take immediate steps to remedy the misappropriation of Facilities Fund assets which has occurred KIBC 3.10.120B states that the Facilities Fund may be invested only as provided in KIBC 3.10.030, which in turn authorizes investments in "[blonds and other evidence of indebtedness of the state of Alaska, or any municipality, or political subdivision of the state of Alaska." 9 Were this not the case, the Borough could maximize it's return on such "investments" by increasing the rate of interest which it was charging itself. • Judi Kidder-Foud"it!'3-10.12 ties.fund) A. The facilities fund is established as a separate special revenue fund which is distinct from all other funds. The fund consists of all proceeds received from the sale of Shuyak Island property to the Exxon Valdez Oil Spill Trustee Council. All income from the fund shall be deposited to the fund. The assembly may, by ordinance, make additional appropriations to the fund at any time. Any additional funds added to the fund, aside of Shuyak Island proceeds, shall become part of the fund as a whole and subject to the regulations of the facilities fund. B. The fund may be invested only as provided in KIBC 3.10.030. The fund may not be appropriated or spent, except as provided in this section. The earnings or principal shall at no time run or supplement the running of government except as specified in this section. C. Repealed by Ord. FY2008-08. D. The excess income of the fund is defined as 85 percent of the annual investment income from the fund. The excess income of the fund is available for appropriation by the assembly in the fiscal year following the year in which the income is earned. The excess income of the fund may be appropriated only for the following purposes: 1. Maintenance and repair of existing borough facilities; 2. Insurance paid by the borough for borough buildings; 3. Upgrade and reconstruction of existing facilities; or 4. Debt service on general obligation bonds issued for facilities construction—up to 50 percent of excess may be used for this purpose. E. A portion of the fund may be appropriated for another purpose only upon approval of an ordinance ratified by a two-thirds majority of the qualified voters at a regular or special election. [Ord. FY2008-08 §4, 2007; Ord. 96-13 §2, 1996; Ord. 94-17 §2, 1994. Formerly §3.04.051]. January 2 at 9:12pm Like • 1 • Judi Kidder I just copied this excerpt from the 2012 KIB budget report. My question is given the rules for this fund that are clearly laid out with specific restrictions on use of those funds how can 10 MILLION be spent from an account that restricts spending to 85% of the interest earned for the previous fiscal year when the earned income (interest) is a considerable amount less that that like 80% less that that figure. Compromising the principal of this investment is not in the best interests of anyone in Kodiak. The interest earnings in the Facilities fund are considerably lower than in previous years. In FY2007 the Facilities Fund earned $2,192,965 in interest earnings. At the present time we are estimating the FY2012 interest earnings of the Facilities Fund to be $700,000. We have budgeted transfers out of $840,000. January 2 at 9:38pm Edited Like 1 vitt • Judi Kidder http://records.kodiakak.us/WebLink8/DocView.aspx?id=93009... Login records.kodiakak.us January 2 at 10:15pm Like • Remove Preview • Judi Kidder Page 159 gives a table of the earned income on this fund from 2009 - 2012 and shows that expenditures exceeded income in every year except 2012 when it spent 100% of the earned income. This is contrary to the statement in the same report that "Provisions have been established dictating 85% of the previous year's interest earnings may be used..." January 2 at 10:20pm Like Residential Rates FY 2014 - FY2017 1M Off First Year No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 32 Gallon Cart Service FY 2014 FY 2015 FY2016 FY2017 Rate $32.06 I $34.44 $40.59 I $41.44 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 64 Gallon Cart Service FY 2014 FY 2015 FY2016 FY2017 Rate[ $38.19 I $41.75 I $50.85 I $50.02 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 96 Gallon Cart Service FY 2014 FY 2015 FY2016 FY2017 Rate' $43.33 I $47.85 $59.47 I $60.97 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost Residential Dumpster Service FY 2014 FY 2015 FY2016 FY2017 Rate! $45.33 $49.85 l $61.47 I $62.97 Commercial Rates FY-2014-FY2017 1M Off First Year No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 2 Yard FY 2014 FY 2015 FY2016 FY2017 39 Clients 1x/week $203.81 $266.98 $275.02 $282.06 3 Clients 2x/week $383.73 $411.75 $502.12 514.84 3x/week $572.08 $610.13 $745.63 $764.64 4x/week $762.98 $810.89 $991.56 $1,016.91 5x/week $953.47 $1,011.66 $1,237.49 $1,269.17 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 2.6 Yard FY 2014 FY 2015 FY2016 FY2017 34 Clients 1x/week $273.99 $300.47 $367.12 $376.57 2 Clients 2x/week $516.90 $556.24 $674.30 $691.41 3x/week $769.95 $824.95 $1,001.94 $1,027.52 4x/week $1,026.61 $1,097.32 $1,333.32 $1,367.42 5x/week $1,283.24 $1,369.68 , $1,664.67 $1,707.30 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 3 Yard FY 2014 FY 2015 FY2016 FY2017 1 Client lx/week $320.77 $351.47 $428.53 $439.57 2x/week $605.68 $652.57 $789.08 $809.13 3x/week $901.85 $968.15 $1,172.81 $1,202.76 4x/week $1,202.69 $1,288.27 $1,561.15 $1,601.08 5x/week $1,503.10 $1,608.37 $1,949.47 $1,999.38 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 3.6 Yard FY 2014 FY 2015 FY2016 FY2017 38 Clients lx/week $375.99 $412.77 $505.17 $518.36 12 Clients 2x/week $708.94 $766.64 $930.33 $954.25 9 Clients 3x/week $1,055.61 $1,138.11 $1,383.51 $1,419.25 4x/week $1,407.47 $1,514.86 $1,842.06 $1,889.72 5x/week $1,759.34 $1,891.61 $2,300.62 $2,360.19 Commercial Rates FY-2014-FY2017 1M Off First Year No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 4 Yard FY 2014 FY 2015 FY2016 FY2017 6 Clients 1x/week $412.79 $447.60 $550.22 $564.84 2 Clients 2x/week $777.78 $836.66 $1,018.47 $1,044.97 3x/week $1,158.11 $1,245.38 $1,517.94 $1,557.55 2 Clients 4x/week $1,544.14 $1,659.90 $2,023.32 $2,076.13 5x/week $1,930.17 $2,074.42 $2,528.69 $2,594.70 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 5 Yard FY 2014 FY 2015 FY 2016 FY 2017 ix/week $467.30 $511.63 $639.21 $656.77 2 Clients 2x/week $874.85 $950.54 $1,176.40 $1,208.10 3 3x/week $1,303.58 $1,416.07 $1,754.70 $1,802.11 4x/week $1,738.11 $1,887.49 $2,339.00 $2,402.21 5x/week $2,172.65 $2,358.92 $2,923.31 $3,002.32 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 5.5 Yard FY 2014 FY 2015 FY 2016 FY 2017 19 Clients 1x/week $494.56 $543.64 $683.70 $702.73 14 Clients 2x/week $923.38 $1,007.47 $1,255.36 $1,289.66 5 Clients 3x/week $1,376.33 $1,501.42 $1,873.10 $1,924.40 4x/week $1,835.10 $2,001.28 $2,510.10 $2,578.51 5x/week $2,293.88 $2,501.16 $3,137.18 $3,222.69 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 6 Yard FY 2014 FY 2015 FY 2016 FY 2017 1 Client 1x/week $521.81 $575.66 $732.30 $752.80 2x/week $971.91 $1,064.41 $1,341.55 $1,378.45 3x/week $1,449.07 $1,586.76 $1,991.47 $2,046.68 4x/week $1,932.09 $2,115.08 $2,654.69 $2,728.30 1 Client 5x/week $2,415.12 $2,643.40 $3,317.92 $3,409.93 Commercial Rates FY-2014-FY2017 1M Off First Year No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 8 Yard FY 2014 FY 2015 FY 2016 FY 2017 1x/week $645.43 $718.55 $921.25 $947.88 2x/week $1,195.24 $1,321.83 $1,680.33 $1,728.14 3x/week $1,783.12 $1,971.94 $2,523.97 $2,595.51 4x/week $2,377.49 $2,628.64 $3,345.41 $3,440.80 1 Client 5x/week $2,971.85 $3,285.35 $4,181.31 $4,300.54 Residential Rates FY 2014 - FY2017 3M Off Loan No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 32 Gallon Cart Service FY 2014 FY 2015 FY2016 FY2017 Ratel $32.06 I $33.72 $39.88 $40.74 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 64 Gallon Cart Service FY 2014 FY 2015 FY2016 FY2017 Ratel $38.19 I $40.64 $49.77 I $49.39 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 96 Gallon Cart Service FY 2014 FY 2015 FY2016 FY2017 Ratel $43.33 $46.43 I $58.08 I $59.60 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost Residential Dumpster Service FY 2014 FY 2015 FY2016 FY2017 Ratel $45.33 I $48.43 $60.08 I $61.60 Commercial Rates FY-2014-FY2017 3M Off Loan No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 2 Yard FY 2014 FY 2015 FY2016 FY2017 39 Clients 1x/week $203.81 $266.98 $275.02 $282.06 3 Clients 2x/week $383.73 $400.79 $491.46 504.32 3x/week $572.08 $593.69 $729.63 $748.87 4x/week $762.98 $788.98 $970.23 $995.88 5x/week $953.47 $984.27 $1,210.83 $1,242.89 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 2.6 Yard FY 2014 FY 2015 FY2016 FY2017 34 Clients lx/week $273.99 $292.40 $359.27 $368.82 2 Clients 2x/week $516.90 $541.99 $660.43 $677.74 3x/week $769.95 $803.58 $981.15 $1,007.02 4x/week $1,026.61 $1,068.84 $1,305.59 $1,340.08 5x/week $1,283.24 $1,334.07 $1,630.02 $1,673.13 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 3 Yard FY 2014 FY 2015 FY2016 FY2017 1 Client 1x/week 1 $320.77 $342.16 $419.46 $430.64 2x/week $605.68 $636.13 $773.09 $793.36 3x/week $901.85 $943.49 $1,148.82 $1,179.10 4x/week $1,202.69 $1,255.40 $1,529.16 $1,569.54 5x/week $1,503.10 $1,567.28 $1,909.48 $1,959.96 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 3.6 Yard FY 2014 FY 2015 FY2016 FY2017 38 Clients 1x/week $375.99 $401.60 $494.30 $507.64 12 Clients 2x/week $708.94 $746.91 $911.13 $935.32 9 Clients 3x/week $1,055.61 $1,108.52 $1,354.72 $1,390.87 4x/week $1,407.47 $1,475.41 $1,803.67 $1,851.87 5x/week $1,759.34 $1,842.31 $2,252.63 $2,312.88 Commercial Rates FY-2014-FY2017 3M Off Loan No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 4 Yard FY 2014 FY 2015 FY2016 FY2017 6 Clients 1x/week $412.79 ' $435.18 $538.14 $552.93 2 Clients 2x/week $777.78 $814.75 $997.14 $1,023.94 3x/week $1,158.11 $1,212.51 $1,485.95 $1,526.01 2 Clients 4x/week $1,544.14 $1,616.07 $1,980.66 $2,034.07 5x/week $1,930.17 $2,019.64 $2,475.37 $2,542.13 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 5 Yard FY 2014 FY 2015 FY 2016 FY 2017 1x/week $467.30 $496.10 $624.11 $641.88 2 Clients 2x/week $874.85 $923.15 $1,149.74 $1,181.82 3 3x/week 1 $1,303.58 $1,374.98 $1,714.71 $1,762.68 4x/week $1,738.11 $1,832.70 1 $2,285.68 $2,349.64 5x/week $2,172.65 $2,290.44 $2,856.66 $2,936.61 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 5.5 Yard FY 2014 FY 2015 FY 2016 FY 2017 19 Clients lx/week $494.56 $526.57 $667.09 $686.35 14 Clients 2x/week $923.38 $977.34 $1,226.03 $1,260.75 5 Clients 3x/week $1,376.33 $1,456.22 $1,829.11 $1,881.03 4x/week $1,835.10 $1,941.02 $2,451.45 $2,520.68 5x/week $2,293.88 $2,425.83 $3,063.87 $3,150.41 No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 6 Yard FY 2014 FY 2015 FY 2016 FY 2017 1 Client ix/week $521.81 $557.03 $714.17 $734.93 2x/week $971.91 $1,031.54 $1,309.55 $1,346.91 3x/week $1,449.07 $1,537.45 $1,943.49 $1,999.37 4x/week $1,932.09 $2,049.34 $2,590.71 $2,665.22 1 Client 5x/week $2,415.12 $2,561.22 $3,237.94 $3,331.07 Commercial Rates FY-2014-FY2017 3M Off Loan No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost 8 Yard FY 2014 FY 2015 FY 2016 FY 2017 ix/week $645.43 $693.71 $897.08 $924.05 2x/week $1,195.24 $1,278.00 $1,637.68 $1,686.08 3x/week $1,783.12 $1,906.20 $2,459.99 $2,532.43 4x/week $2,377.49 $2,540.99 $3,260.10 $3,356.69 1 Client 5x/week $2,971.85 $3,175.77 $4,074.67 $4,195.40 Residential Rates FY 2014 - FY2017 1M Off 3 years Minis 1M Minus 1M No Deduction No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost Full Oper. Cost 32 Gallon Cart Service FY 2014 FY 2015 FY2016 FY2017 FY2018 Rate' $32.06 $34.44 I $35.56 I $36.41 I $41.53 Minis 1M Minus 1M No Deduction No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost Full Oper. Cost 64 Gallon Cart Service FY 2014 FY 2015 FY2016 FY2017 FY2018 Rate $38.19 I $41.75 I $43.14 I $42.57 I $49.75 Minis 1M Minus 1M No Deduction No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost Full Oper. Cost 96 Gallon Cart Service FY 2014 FY 2015 FY2016 FY2017 FY2018 Rate $43.33 I $47.85 I $49.59 $51.09 I $60.98 Minis 1M Minus 1M No Deduction No Project Cost Minus 1M 1/2 Oper. Cost Full Oper. Cost Full Oper. Cost Residential Dumpster Se FY 2014 FY 2015 FY2016 FY2017 FY2018 Rate $45.33 I $49.85 I $51.59 I $53.09 I $62.98 Commercial Rates FY 2014 - FY 2017 1M Off 3 Years Minus 1M Minus 1M Minus 1M No Deduction No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ Full Oper. Cost 2 Yard FY 2014 FY 2015 FY2016 FY2017 FY 2018 39 Clients lx/week $203.81 $223.97 $232.00 $239.04 $282.61 3 Clients 2x/week $383.73 $411.75 $426.22 438.93 516.11 3x/week $572.08 $610.13 $631.76 $650.77 $766.49 4x/week $762.98 $810.89 $839.74 $865.09 $1,019.37 5x/week $953.47 $1,011.66 $1,047.72 $1,079.40 $1,272.26 Minus 1M Minus 1M Minus 1M No Deduction No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ Full Oper. Cost 2.6 Yard FY 2014 FY 2015 FY2016 FY2017 FY 2018 34 Clients 1x/week $273.99 $300.47 $311.20 $320.65 $377.58 : 2 Clients 2x/week $516.90 $556.24 $575.62 $592.73 $693.66 3x/week $769.95 $824.95 $853.92 $879.49 • $1,030.80 4x/week $1,026.61 $1,097.32 $1,135.96 $1,170.06 $1,371.79 5x/week $1,283.24 $1,369.68 $1,417.97 $1,460.59 $1,712.76 Minus 1M Minus 1M Minus 1M No Deduction No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ Full Oper. Cost 3 Yard FY 2014 FY 2015 FY2016 FY2017 FY 2018 1 Client lx/week $320.77 $351.47 $364.00 $375.05 $440.90 2x/week $605.68 $652.57 $675.22 $695.27 $812.03 3x/week $901.85 $968.15 $1,002.02 $1,031.96 $1,206.99 4x/week $1,202.69 $1,288.27 $1,333.43 $1,373.36 $1,606.73 5x/week $1,503.10 $1,608.37 $1,664.81 $1,714.73 $2,006.44 Minus 1M Minus 1M Minus 1M No Deduction No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ Full Oper. Cost 3.6 Yard FY 2014 FY 2015 FY2016 FY2017 FY 2018 38 Clients lx/week $375.99 $412.77 $427.75 $440.93 $519.89 12 Clients 2x/week $708.94 $766.64 , $793.69 $817.61 $957.59 9 Clients 3x/week $1,055.61 $1,138.11 $1,178.56 $1,214.30 $1,424.13 4x/week $1,407.47 $1,514.86 $1,568.79 $1,616.45 $1,896.23 5x/week $1,759.34 $1,891.61 $1,959.03 $2,018.60 $2,368.32 Commercial Rates FY 2014 - FY 2017 1M Off 3 Years Minus 1M Minus 1M Minus 1M No Deduction No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ Full Oper. Cost 4 Yard FY 2014 FY 2015 FY2016 FY2017 FY 2018 6 Clients 1x/week $412.79 $447.60 $464.20 $478.81 $566.50 2 Clients 2x/week $777.78 $836.66 $866.65 $893.15 $1,048.62 3x/week $1,158.11 $1,245.38 $1,290.22 $1,329.82 $1,562.86 2 Clients 4x/week $1,544.14 $1,659.90 $1,719.68 $1,772.49 $2,083.21 5x/week $1,930.17 $2,074.42 $2,149.15 $2,215.16 $2,603.56 Minus 1M Minus 1M Minus 1M No Deduction No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ Full Oper. Cost 5 Yard FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 1x/week $467.30 $511.63 $531.68 $549.24 $658.12 2 Clients 2x/week $874.85 $950.54 $986.63 $1,018.33 $1,211.21 3 3x/week $1,303.58 $1,416.07 $1,470.04 $1,517.45 $1,806.61 4x/week $1,738.11 $1,887.49 $1,959.46 $2,022.67 $2,408.21 5x/week $2,172.65 $2,358.92 $2,448.88 $2,527.89 $3,009.83 Minus 1M Minus 1M Minus 1M No Deduction No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ Full Oper. Cost 5.5 Yard FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 19 Clients 1x/week $494.56 $543.64 $565.41 $584.45 $703.93 14 Clients 2x/week $923.38 $1,007.47 $1,046.61 $1,080.92 $1,292.50 5 Clients 3x/week $1,376.33 $1,501.42 $1,559.97 $1,611.28 $1,928.50 4x/week $1,835.10 $2,001.28 $2,092.60 $2,161.01 $2,583.97 5x/week $2,293.88 $2,501.16 $2,615.31 $2,700.82 $3,229.52 Minus 1M Minus 1M Minus 1M No Deduction No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ Full Oper. Cost 6 Yard FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 1 Client lx/week $521.81 $575.66 $603.25 $623.75 $753.84 2x/week $971.91 $1,064.41 $1,113.82 $1,150.73 $1,381.02 3x/week $1,449.07 $1,586.76 $1,649.88 $1,705.09 $2,050.37 4x/week $1,932.09 $2,115.08 $2,199.24 $2,272.85 $2,733.23 1 Client 5x/week $2,415.12 $2,643.40 $2,748.60 $2,840.61 $3,416.08 Commercial Rates FY 2014 - FY 2017 1M Off 3 Years Minus 1M Minus 1M Minus 1M No Deduction No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ Full Oper. Cost 8 Yard FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 lx/week $645.43 $718.55 $749.19 $775.82 $948.55 2x/week $1,195.24 $1,321.83 $1,376.70 $1,424.50 $1,730.13 3x/week $1,783.12 $1,971.94 $2,068.52 $2,140.06 $2,598.33 4x/week $2,377.49 $2,628.64 $2,738.14 $2,833.53 $3,444.56 1 Client 5x/week $2,971.85 $3,285.35 $3,422.22 $3,541.45 $4,305.24 Residential Rates FY 2014 - FY2017 No Other Funding No Project Cost 1/2 Oper. Cost Full Oper. Cost Full Oper. Cost 32 Gallon Cart Service FY 2014 FY 2015 FY2016 FY2017 FY2018 I Ratel $32.06 I $39.47 I $40.59 I $41.44 I $41.44 No Project Cost 1/2 Oper. Cost Full Oper. Cost Full Oper. Cost 64 Gallon Cart Service FY 2014 FY 2015 FY2016 FY2017 FY2018 I Ratel $38.19 I $49.46 I $50.85 I $50.02 I $50.07 No Project Cost 1/2 Oper. Cost Full Oper. Cost Full Oper. Cost 96 Gallon Cart Service FY 2014 FY 2015 FY2016 FY2017 FY2018 I Ratel $43.33 I $47.85 I $59.47 I $60.97 I $60.98 ' No Project Cost 1/2 Oper. Cost Full Oper. Cost Full Oper. Cost Residential Dumpster Se FY 2014 FY 2015 FY2016 FY2017 FY2018 I Ratel $45.33 I $59.74 I $61.47 I $62.97 I $62.98 Commercial Rates FY 2014- FY 2017 No Other Funding No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ 2 Yard FY 2014 FY 2015 FY2016 FY2017 39 Clients 1x/week $203.81 $266.98 $275.02 $282.06 3 Clients 2x/week $383.73 $487.66 $502.12 514.84 3x/week $572.08 $723.99 $745.63 $764.64 4x/week $762.98 $962.71 $991.56 $1,016.91 5x/week $953.47 $1,201.43 $1,237.49 $1,269.17 No Project$ No Oper. $ 1/2 Oper. $ Full Oper. $ 2.6 Yard FY 2014 FY 2015 FY2016 FY2017 34 Clients 1x/week $273.99 $356.39 $367.12 $376.57 2 Clients 2x/week $516.90 $654.92 $674.30 $691.41 3x/week $769.95 $972.97 $1,001.94 $1,027.52 4x/week $1,026.61 _ $1,294.69 $1,333.32 $1,367.42 5x/week $1,283.24 $1,616.38 $1,664.67 $1,707.30 No Project$ No Oper. $ 1/2 Oper. $ Full Oper. $ 3 Yard FY 2014 FY 2015 FY2016 FY2017 1 Client ix/week $320.77 $416.00 $428.53 $439.57 2x/week $605.68 $766.43 $789.08 $809.13 3x/week $901.85 $1,138.94 $1,172.81 $1,202.76 4x/week $1,202.69 $1,516.00 $1,561.15 $1,601.08 5x/week $1,503.10 $1,893.02 $1,949.47 51,999.38 No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ 3.6 Yard FY 2014 FY 2015 FY2016 FY2017 38 Clients 1x/week $375.99 $490.20 $505.17 $518.36 12 Clients 2x/week $708.94 $903.27 $930.33 $954.25 9 Clients 3x/week $1,055.61 $1,343.06 $1,383.51 $1,419.25 4x/week $1,407.47 $1,788.13 $1,842.06 $1,889.72 Sx/week $1,759.34 $2,233.20 $2,300.62 $2,360.19 Commercial Rates FY2014- FY 2017 No Other Funding No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ 4 Yard FY 2014 FY 2015 FY2016 FY2017 6 Clients 1x/week $412.79 $533.62 $550.22 $564.84 2 Clients 2x/week $777.78 $988.48 $1,018.47 $1,044.97 3x/week $1,158.11 $1,473.11 $1,517.94 $1,557.55 2 Clients 4x/week $1,544.14 $1,963.54 $2,023.32 $2,076.13 5x/week $1,930.17 $2,453.97 $2,528.69 $2,594.70 No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ 5 Yard FY 2014 FY 2015 FY 2016 FY 2017 lx/week $467.30 $619.16 $639.21 $656.77 2 Clients 2x/week $874.85 $1,140.31 $1,176.40 $1,208.10 3 3x/week $1,303.58 $1,700.72 $1,754.70 $1,802.11 4x/week $1,738.11 $2,267.03 $2,339.00 $2,402.21 5x/week $2,172.65 $2,833.35 $2,923.31 $3,002.32 No Project$ No Oper. $ 1/2 Oper. $ Full Oper. $ 5.5 Yard FY 2014 FY 2015 FY 2016 FY 2017 19 Clients ix/week $494.56 $661.93 $683.70 $702.73 14 Clients 2x/week $923.38 $1,216.22 $1,255.36 $1,289.66 5 Clients 3x/week $1,376.33 $1,814.55 $1,873.10 $1,924.40 4x/week $1,835.10 $2,418.78 $2,510.10 $2,578.51 5x/week $2,293.88 $3,023.03 $3,137.18 $3,222.69 No Project $ No Oper. $ 1/2 Oper. $ Full Oper. $ 6 Yard FY 2014 FY 2015 FY 2016 FY 2017 1 Client 1x/week $521.81 $704.70 $732.30 $752.80 2x/week $971.91 $1,292.13 $1,341.55 $1,378.45 3x/week $1,449.07 $1,928.35 $1,991.47 $2,046.68 4x/week $1,932.09 $2,570.53 $2,654.69 $2,728.30 1 Client 5x/week $2,415.12 $3,212.71 $3,317.92 $3,409.93 Commercial Rates FY 2014 - FY 2017 No Other Funding No Project$ No Oper. $ 1/2 Oper. $ Full Oper. $ 8 Yard FY2014 FY2015 FY2016 FY2017 lx/week $645.43 $890.61 $921.25 $775.82 2x/week $1,195.24 $1,625.47 $1,680.33 $1,728.14 3x/week $1,783.12 $2,427.39 $2,523.97 $2,595.51 4x/week $2,377.49 $3,235.91 $3,345.41 $3,440.80 1 Client 5x/week $2,971.85 $4,044.43 $4,181.31 $4,300.54 January 9,2014 - Lateral Expansion Timeline/Contracts/Change Orders # Date Scope/Change CH2M HILL Contract Construction Contracts 1 Feb, 2007 Initial contract with CH2M HILL for design of lateral Start December 14, 2006-Complete Nov expansion. Contract put on hold when it was determined 30, 2008 - 10 yr expansion that there was an estimated 8.6 years of life remaining. Vertical expansion considered infeasible for long term solution. 2 CH2M Hill work suspended for solid waste study 3 Solid Waste Study- Bell &Associates 4 CO#2 - CH2M Hill - 3/2/07 - $3,457.00 - Ground truth 2004 vs. 2006 survey-Tech report- COST NOT PART OF LATERAL EXPANSION 5 Jun, 2010 Contract with CH2M HILL re-activated with expanded CO#3 -7/8/2010 - $383,647 - 1 lined cell - engineering scope for leachate pipeline to City WWTP, pump to City WWTP - 5 years life. - Provide construction support services. summary report for assembly presentation 6 CO#4 - 11/3/2010- $64,867 - Liner Underdrain - Geotech Investigation - Update base map/aerial - adjust lateral expansion grading plan 7 Sep, 2010 CH2M HILL submits predesign for 10-yr expansion area. CO#5 - 2/11/2011 - $32,000 -Analyze KIB requests CH2M HILL consider larger expansion. additional wastewater/sludge placement CH2M HILL proposed grading concept for 40 year on existing Lftop deck - Est cost of WWTP expansion approved by KIB Engineering and Facilities. upgrades/report/presentation 8 Dec, 2010 Analysis of additional waste/sludge placement and cost estimates for WWTP upgrades, presentation to KIB Assembly and City Council. (CO #5) 1 January 9,2014 - Lateral Expansion Timeline/Contracts/Change Orders # Date Scope/Change CH2M HILL Contract Construction Contracts 9 Apr, 2011 Decision made to split the project into phases so construction can start. CH2M HILL prepares RFP for Phase 1 Clearing, Excavation and Fencing. Prepare APDES Discharge Permit application for possible overflow at landfill (during peak rainfall events when WWTP is at capacity). Prepare APDES Stormwater Permit NOl & SWPPP. (CO #6) 10 Jun, 2011 Phase 1 Clearing Excavation and Fencing Awarded to FY2012-02 July 7,2011 - $2,482,899.00 Anderson Construction Anderson Const. - Phase 1 11 Treat leachate on site vs. Pump/Pipe to City WWTP 12 Jul, 2011 KIB requests CH2M HILL prepare cost estimate for onsite CO#6 - 7/7/11 -$69,649 -Site clearing & AC- CO#1 - 9/23/11 -$8,645.00 - DRILL 19 leachate treatment. Support evaluation of leachate fence RFP Support- APDES Permit onsite Test Holes treatment at City WWTP. Design baler squeezings leachate discharge - NOI /SWPPP Permit treatment. Environmental review for Phase 1 and 2. landfill Ops Design concrete pad and ramp at leachate lagoon. 13 2011 Phase 1 overburden underestimated -greater amount of overburden vs. rock encountered. Result-designated overburden area filled prior than anticipated. 14 Aug, 2011 KIB considers adding perimeter fence to reduce blowing trash. Revise grading design for perimeter berm to CO#7 -8/5/11 - $74,167 -Onsite leachate accommodate future litter fence. (CO #9) Treatment Cost-Seep Cutoff Geotch - Leachate treatment at WWTP, Baler Squeezins Treatemtn Design, Enviro Review, Concrete pad and lagoon design 15 Aug, 2011 Decision made to move forward with Stage 2 Landfill CO#8 -8/5/11 - $292,511 - Design Srvs Closure to be combined with Phase 2 of the Lateral during construction -Phase II - Expansion. Construction to be funded from closure fund. (CO#8) k 2 January 9,2014 - Lateral Expansion Timeline/Contracts/Change Orders # Date Scope/Change CH2M HILL Contract Construction Contracts 16 Nov, 2011 Additional support for leachate treatment at WWTP, CO#9 - 9/23/11 - $9608.00 - Revise revisions to environmental review, design leachate seep perimeter berm future litter fence cutoff wall, revise excavation and grading design for Phase 1, additional project management. Delete subcontract for seep geotechnical borings(work performed in-house). (CO #10) 17 Jan,2011 3 month delay-Winter conditions do not allow construction progress - Results in delay of Phase 2 contract 18 Feb, 2012 CH2M HILL provides estimated lifecycle costs and schedule CO#10 - 3/19/12 -$140,894.00 -Additioanl AC- CO#2 - 3/27/12 - $29,393.00 - for leachate pipeline vs. onsite leachate treatment plant. Support Leachate to WWTP - Repair/Replace 600ft bear fence - Repair Hydraulic capacity and construction schedule concerns at Environmental Review - Design Seep Cutoff silt fence damage by winter storms City WWTP. wall - Ex & Grading Ph.#1 - Proj. Management- Delete seep geotech 19 Apr, 2012 KIB decides to proceed with onsite leachate treatment. CO#11 - 4/6/12 - $742,930.00 - Permit/ AC - CO#3 - 6/19/12 -$0.00-Time CH2M HILL awarded leachate treatment plant design. (CO Design Onsite WWTP extension - winter shut down #11) 20 AC- CO#4- 6/21/2012 - $67,348.00 - Widen Gaap - Delete perimeter road access -facilitate drainage north boundry 21 AC-CO#5 -7/12/12 - $43,065.00- Widen access road/add culvert/ improve access for large equipment and trailers/ improve drainage near Baler Facility 22 AC- CO#6 - 10/29/13 - $65,408.00 - Topsoils/Erosion Matting- Over excavation at baler intersection - Haul/Stockpile Topsoil 3 January 9,2014 - Lateral Expansion Timeline/Contracts/Change Orders # Date Scope/Change CH2M HILL Contract Construction Contracts Apr, 2012 Phase 2 Cell 1 Liner and Leachate Collection Facilities Brechan Enterprises - Contract @2012-21 - Awarded to Brechan Enterprises 12/21/12 - -$5,999,500 (Expansion) - $2,105,500(Closure/Post Closure - 23 ($8,105,000.00) 24 Cell 1 Overexcavation and subgrade fill and prep. Direct BEI - CO#1 - 9/27/12 - $72,773.66- result- construction of the South Dump Site - KIB had to Stumps/Root Wads- Bear Fence- North dispose/stockpile overex materials on landfill property - Drainage Diversion - 7 Test Holes Unanticipated expense 25 Jul, 2012 Lagoon piping inlet/outlet design change (resulting from CO#12 - 8/27/2012 - $20,000.00 - Relocate decision to treat leachate onsite). Add remote SCADA Pump Station/Lagoon Inlet/outlet-Add access from leachate treatment plant. (CO #12) SCADA to plant 26 Assembly decision that KIB will handle offsite stormwater GE - Contract 2013-12 - 10/18/12 - flowing toward Sawmill property- Original plan was that $2,044,503.00- MBR System the preconstruction flows would exit the landfill in the traditional paths. All stormwater now must be handled on site - Unanticipated expense 27 Oct, 2012 Perimeter road redesign to add exterior ditch to carry CO#13 - 10/10/12 - $13,000.00 - Perimeter offsite stormwater, adjust vertical profile to match Phase 1 Road Redesign as-built conditions, delete the spur access road, and extend manholes to the perimeter road grade. (CO #13) Staff recommendation -approved by assembly-unanticipated expense. Allows for maintenance-Possibly extends cell life 28 Oct, 2012 Additional Phase 2 services during construction and project CO#14 - 12/14/12 - $150,200.00 -Add SDC BEI -CO#2 - 12/31/2012 - $46,275.94 - management due to increase project duration. (CO #14) and Proj Admin - Phs II ( Phs 1 delay) (Phs 2 Expand Existing overburden stockpile - SDC/Admin) SWPPP -Trees/stumps 4 January 9,2014 - Lateral Expansion Timeline/Contracts/ Change Orders # Date Scope/Change CH2M HILL Contract Construction Contracts 29 KIB decision to move leachate piping from under Cell 2 to CO#15 - 3/20/13 - $39,450.00 - Revise the perimeter road. piping alignment- Piping to perimeter road - revise manhole location and configuration- Surface Grading changes - Modify CAD Drwgs. 30 Redesign leachate piping and manholes. (CO #15) 31 Contract Impact-Results in delayed start, overexcavation and fill, south dump site, increased length of performance period-South Dump Site- unplanned expense 32 Nov, 2012 ADEC confirms drinking water limit for nitrate of 10 mg/L at BEI - CO#3- 1/8/13 -$321,545.00 - the end of pipe. Construct South Dumpsite - Deposit overburden from cell 1 33 Feb, 2013 Add restroom for leachate treatment building. Design chemical storage. (CO #17) BEI -CO#4 -2/1/13- $800,224.93 - Develop Phase 3 site - Move work to Phase 2 34 Building Size changes due to water discharge BEI -CO#5 - 2/25/13 - $12,420.00 - Bear requirements- Bulk chemical tanks replace exterior Fence - Phase 3 Pad storage facility to eliminate additional structure at site. 35 Apr, 2013 Services during construction for Phase 3, additional CO#16 - 5/9/13 - $900,830.00 - AddSrvcs ASRC-4/5/2013 -$475,000.00 - Building services during construction for Phase 2, coordination, and During Constr. - Phase 2 Time Extended - Package additional site visits. (CO #16) Coordinate Phs2 & Phs3 - SDC Phase 3 36 Phase 2 construction change order for leachate piping CO#17 - 6/3/13 - $25,900.00 - Restroom in BEI - CO#6 -5/16/13 - $198,780.00 - realignment Plant Building - Perfromance Spec for Bulk Overex Cell1 - Geotech to bridge subgrade Chem tanks 37 Phase 2 construction change order for Cell 1 subgrade (site BEI-CO#7 - 7/3/13 -$500,000.00 - Blast conditions) Shot Rock - Quarry Site -Crush/Haul to Cell 2 - Enterprise Fund Expense 38 Jul, 2013 Original Phase 3 bids received. Bids too high, poor CO#18 -9/19/13 - $142,547.00-Add Srvcs GE -CO#1 - 6/11/13- $89,051.00- competition, bids cancelled. During 2nd bid - Storm water Conveyance Additional SCADA Revisions - 5 January 9,2014 - Lateral Expansion Timeline/Contracts/Change Orders # Date Scope/Change CH2M HILL Contract Construction Contracts 39 Sep, 2013 Design stormwater piping and manholes. Additional services during design and bidding. (CO#18) 40 Phase 2 construction change order for stormwater facilities BEI -CO#8 - 9/13/13 - $64,545.00- Additional Clear/Grub - Detention Pond- Leachate Lagoon French Drain 41 Oct, 2013 Design impacts— nitrate issue. (CO #19) ASRC-9/27/13 - $19,360.99 - Delay CO#19 - 10/25/13 - $75,000.00 -Additional Fabrication and delivery schedule design service -ADEC Nitrate Level Limit- Surface Water to Drinking Water 42 BEI -CO#9 -10/10/13 - $1,044,026.00- Pipe/Manhole Realignment- Storm Water Diversion/Control - Credits for Cell 1 Pipe Concrete - Credit for onsite rock production 43 Nov, 2013 CH2M HILL repackages Phase 3 bid documents—no charge to KIB - KIB assumes payments for GE Equipment,Storage, BEI - CO#10 - 10/11/13 - $50,000.00 NTE - Warranty- Eliminate Markups-Handling costs Transport Compost-Test Strips on Closure Slope-Closure/Post Closure 44 Dec, 2013 Phase 3 rebid opening- Pending Award ASRC- BEI - CO#11 - 10/18/13 - $42,573.00 - Remove Manhole F - Blasting at lift station 45 BEI -CO#12 - 10/29/13 - $20,930.00- Remove Blow Down - Quarry Site - Create area for fence rebuild. 46 BEI-CO#13 - 11/6/13 - ($304.82) - Close T/M CO#4 47 BEI - CO#14- 11/6/2013 - $81,357.00 - Additioanl ex -formwork -concrete for Seep Cutoff Wall 48 BEI - CO#15 - 11/15/13 - ($17,000.00) - Provide and place large rip rap in lieu of gabion baskets 6 January 9,2014 - Lateral Expansion Timeline/Contracts/Change Orders # Date Scope/Change CH2M HILL Contract Construction Contracts 49 BEI - CO#16 - 11/22/13 - $16,152.00- Low strength concrete - upstream side of seep cutoff wall - reduce weepage BEI - CO#17 - 12/3/13 -Construct Stabilized Base -type 1 geotex/18 inch shot rock- 27,360sgft/ Place 12inch shot 50 rock- 45,380sgft-Closure/Post Closure 7 5 2014 KODIAK ISLAND BOROUGH RECEPTION From: Mark Hickey [mailto:mshickey @gci.net] February Sent: Monday, December 30, 2013 1:05 PM To: Nova Javier 1 Subject: Re: Legislative Reception PPE Nova, 2 3 4 5 6 7 8 Arriving by mid day on the 26th is fine. There's usually a flight that leaves Anchorage around 11:30 R AM or so and gets to Juneau around 1 or so. We'll 9 10 11 12 13 14 15 try to do a dinner with our legislators on Wednesday P&R R P&z w W PPE night. Folks with tight schedules can come down 16 17 18 19 20 21 22 Wednesday night. PA]R R A 23 24 25 26 27 28 Happy New Year! P8R R W Mark DEPARTING FLIGHTS: RETURNING FLIGHTS: ADO b JNU 4h 7m I Details 1 Seats JNU•; ADO 5h 7m I Details I Seats .n r& 887 ADO 9:05 am ANC 10:15 am ?O 65 JNU 1:20 pm ANC 3:10 pm • ,.4 64 ANC 11:35 am JNU 1:12 pm n.4 892 ANC 5:15 pm ADQ 6:27 pm ADO.JNU 12h 29m I Details I Seals J14-171i4 ADO 5h 55m I Details I Seats Frae 887 ADQ 9:05 am ANC 10:15 am .7-Amgr 61 JNU 10:25 am ANC 2:22 pm .7010.,/h 70 ANC 7:55 pm JNU 9:34 pm r9ofxv 49 ANC 3:20 pm ADQ 4:20 pm ADO 4e JNU 10h 4m I Details I Seats JNU•a ADC) 6h 52m I Details I Seats enzt 889 ADO 11:30 am ANC 12:40 pm ng 73 JNU 7:30 am ANC 9:13 am rfoirg 70 ANC 7:55 pm JNU 9:34 pm Atri & 890 ANC 1:10 pm ADO 2:22 pm ADO.*JNU 6h 49m I Details 1 Seats JNU b ADO Sh 2m I Details 1 Seats 6'ae 891 ADO 2:45 pm ANC 3:55 pm 61 JNU 10:25 am ANC 2:22 pm 79th 70 ANC 7:55 pm JNU 9:34 pm ____— ___ _ _ __ 4 892 ANC 5:15 Pm ADO 6:27 Pm ADO JNU 4h 24m 1 Details Seats JNU ADQ 8h 50m I Details I Seats rail/ 40 ADO 5:10 pm ANC 6:00 pm .70ahrig 73 JNU 730 am ANC 9:13 am 7// 70 ANC 7:55 pm JNU 9:34 pm _ _ ,/9 49 ANC 120 pm ADO 4:20 pm ADO b JNU 14h 53m I Details I Seats JNU b ADQ Sh 52m I Details I Seats era 893 ADO 6:50 pm ANC 8:00 pm 65 JNU 1:20 pm ANC 3:10 pm V//g/y 62 ANC 8:05 am JNU 9:43 am ersih 898 ANC 9:00 pm ADO 10:12 pm ADO*JNU 11h Sm I Details 1 Seats JNU b ADQ 10h 57m 1 Details I Seats F`04 899 ADQ 10:35 pm ANC 11:45 pm rgock 73 JNU 7:30 am ANC 9:13 am ami 62 ANC 8:05 am JNU 9:43 am crab 892 ANC 5:15 pm ADO 6:27 pm ADO*JNU 1411 37m I Details 1 Seats ---- --------- JNU b ADQ 11h 33m I Details 1 Seats tYOZt 899 ADO 10:35 pm ANC 11:45 pm //A 67 JNU 7:50 pm ANC 9:30 pm r//�Jy 64 ANC 1t35 am JNU 1:12 pm ribew 47 ANC 6:20 am ADO 7:23 am ADO JNU lob iim I Details I Seats JNU i••ADQ llh 47m I Details I Seats en& 887 ADO 9:05 am ANC 10:15 am f//�yly 61 JNU 10:25 am ANC 2:22 pm now 66 ANC 3:26 pm JNU 7:16 pm —.---- E-ae 898 ANC 9:00 pm ADO 10:12 pm ADO b JNU 7h 46m I Details I Seats "—---- -- ----- JNU 4> ADQ 14h 42m 1 Details 1 Seats es-ah 889 ADO 11:30 am ANC 12:40 pm 70,5 73 JNU 7:30 am ANC 9:13 am aggg 66 ANC 3:26 pm JNU 7:16 pm ase 898 ANC 9:00 pm ADO 10:12 pm Nova Javier From: Bud Cassidy Sent: Thursday, February 28, 2013 2:35 PM To: Nova Javier Subject: FW: KIB Austerman.Griffin sched 3.11.13 Attachments: KIB Austerman.Griffin sched 3.11.13.pdf Can you pass this email on to Carol and Aaron. It is the schedule of legislators that they will be meeting with on the Monday. Thanks Bud From: J. C. Stone [mailto:akconsultinq.stone©gmail.com] Sent: Thursday, February 28, 2013 2:04 PM To: Bud Cassidy Cc: Mark Hickey Subject: KIB Austerman.Griffin sched 3.11.13 Hi Bud... Here's the schedule we've developed for Aaron and Carol for Monday-March I I ih. Please pass along. I'll be available all day to take both around. Let me know if I can help in any other way... Pick up Carol at airport? Best! Cliff 1 LAST YEAR'S SAMPLE SCHEDULE KIB Assembly Members /Carol Austerman & Aaron Griffin Schedule for Monday — March 11, 2013 Updated: 2/26/2013 9:00 - open 9:30 - open 10:00 — Sen. Peter Micciche/125 10:30 — Rep. Gabrielle Ledoux/416 10:55 — Sen. Mike Dunleavy/Senate Floor -Meet n Greet- (Schedule booked) 11 :00 — HOUSE & SENATE Floor Sessions/Introductions — Lunch — 1:00 — Rep. Doug Issacson/13 1:20 — Rep. Lynn Gattis/420 2:00 — Rep. Shelly Hughes/409 (Carol joining rest of day) 2:15 — Rep. Josephson/430 2:30 — Rep. Harriet Drummond/112 3:00 — Rep. Nageak/428 3:30 — Rep. Kreiss-Tomkins/426 4:00 — open Notes: 1.) Rep. Reinbold cannot meet - too busy! 2.) Sen. Click Bishop/115 cannot meet 3/11 .. But available @ 11:15 on Mar. 12th? 3.) Rep. Higgins/424 out of town.. Flying back in that day. Kodiak Legislative Reception - 2013 Expenses Income Cash Donations APS shipping/seafood $ 362.76 Afognak Native $500.00 Alaska Fresh Seafoods seafood $ 317.50 Ouzinkie Native Corporation $ 1,500.00 Mark Hickey food/misc. $ 417.66 Alaska Aerospace $ 1,000.00 Westmark food/room $ 6,079.86 Koniag, Inc. $ 4,200.00 100-100-450-XXX-99999 TOTAL $ 7,177.78 $7,200.00 In-kind Donations (Seafoods) Alaska Pacific Seafoods International Seafoods of Alaska Ocean Beauty Pacific Seafoods Trident Seafoods Westward Seafoods Sunaq - Kodiak WildSource Western Alaska Seafoods Nova Javier b From: Brad Gilman <mackerel @hsgblaw-dc.com> Sent: Tuesday, January 07, 2014 7:40 AM To: Bud Cassidy; 'Seb O'Kelly' Cc: Nova Javier Subject: RE: Assemlby trip to Washington D.C. Bud: These are all good dates, including the ones in early April. I recommend a group of three to four people (the Mayor; the Manager; and 1 to 2 Assembly Members). Any group larger than five people and we start to get comments from the Delegation about communities spending too much money to come back to DC. Other communities put Assembly or Council members on a rotation so that everyone interested in federal issues gets a turn to participate in the DC meetings. We begin to prepare for the trip four weeks from the date. This involves scheduling meetings and putting together a briefing paper for use in DC outlining Borough priorities and positions on federal issues. The paper will come to you in draft about two weeks prior to the trip. I need to send it to the staff no later than four working days prior to the meetings. Let me know if the Mayor or Assembly have any further questions— Brad From: Bud Cassidy [mailto:bcassidv@kodiakak.us] Sent: Monday, January 06, 2014 6:36 PM To: mackerel @hsgblaw-dc.com; Seb O'Kelly Cc: Nova Javier Subject: Assemlby trip to Washington D.C. Good Afternoon Brad — As I mentioned to you the topic of Assembly traveling to D.0 this spring will be discussed at this Thursday's Assembly work session. In an effort to aid the Assembly in that discussion, you stated that the end of April or during May are good months to travel to D.C. You also mentioned that the sooner a date is "locked in" the better. The following dates were provided as good candidates: April 1-4 (one other group has expressed interest; first to commit gets the week) April 7-10 (same thing—first to commit gets the week) April 28-May 1 May 6-9 May 19-22 I doubt that the whole Assembly will be able to get away from town on these dates, but based on your experience is there anything like an optimum number or preferred number of members who should attend to make such a trip worthwhile? Any other words of advice? Thanks for your help and please include Borough Clerk Nova Javier in your response so that she can share with the Assembly. Thanks again. Bud Cassidy, Borough Manager i ASSEMBLY TRAVEL BUDGET $22, 000 appropriated for FY2014 and as of January 2014, $16, 207.33 is left in the budget. Classification Support Goods& Services Fiscal Year 2014 Amended Budget Encumbrances Expenses YTO balance Percent Used $22,000.00 $0.00 $5,792.67 $16,207.33 26% , Month Budget i ' ,Amendments Encumbrances Expenses Current;YTDOalance . PewntUsed July 522,000.00 50.00 50.00 $0.00 522,000.00 0% August 50.00 $0.00 $0.00 $0.00 522,000.00 0% September 50.00 $0.00 50.00 $0.00 522,000.00 0% October $0.00 $0.00 $594.00 5602.00 $20,804.00 5% November $0.00 $0.00 $594.00 53,949.00 $16,261.00 26% December 50.00 $0.00 -$1,188.00 $1,241.67 $16,207.33 26% January S0.00 $0.00 $0.00 $0.00 $16,207.33 26% February S0.00 $0.00 $0.00 $0.00 516,207.33 26% March $0.00 50.00 50.00 $0.00 516,207.33 26% April 50.00 50.00 $0.00 50.00 516,207.33 26% May $0.00 50.00 $0.00 50.00 516.207.33 26% June $0.00 50.00 S0.00 $0.00 $16,207.33 26% Total $22000.00 $0.00 $0.00 $5,792.67 $16,207.33 26%; Budget was reduced in 2010 and again in 2011. 2010 2011 2012 • 2013 2014 CD Adopted 528,000.00 524,000.00 522,000.00 522,000.00 522,000.00 ill Amended 528,000.00 524,000.00 522.000.00 522,000.00 522,000.00 [J Actual 521,664.04 528.924.23 59,177.40 516,923.87 55,792.67 ASSEMBLY TRAVEL BUDGET 'MONTH CONFERENCE, . _LOCATION. ATTENDEE ESTIMATED COST , -•. ESTIMATE_ EXISTING BUDGET OF $22,000 IS SUFFICIENT TO COVER FOR THE FOLLOWING: October SWAMC Meeting Anchorage Swamc Rep $1,200 $ 1,200.00 February SWAMC Annual Conference Anchorage 3 attendees $1500 (Average) $ 4,500.00 Dave Kaplan serving on the AML Board of Directors February AML Winter Meeting Juneau Kaplan $1,500 $ 1,500.00 August AML Summer Meeting Nome Kaplan $1,500 $ 1,500.00 November AML Annual Meeting Anchorage 6 attendees $1,200 (Average) $ 7,200.00 February Legislative Reception Juneau attended last $1,200 (Average) $ 3,600.00 MISC October NPFMC Anchorage Stutes $1,000 $ 1,000.00 $ 20,500.00 ESTIMATED COST TO TRAVEL TO WASHINGTON DC Sept. 2009 Lobbying Washington, DC 3 Attended $3,300 Average Cost April 1, 2011 Lobbying Washington, DC 1 Attended $3,500 Average Cost Attendees Average Cost Estimated Cost 3 $3,500.00 $10,500.00 4 $3,500.00 $14,000.00 5 $3,500.00 $17,500.00 6 $3,500.00 $21,000.00 7 $3,500.00 $24,500.00