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2014-09-02 Joint Work SessionCITY COUNCIL — BOROUGH ASSEMBLY JOINT WORK SESSION AGENDA Tuesday, September 2, 2014 Kodiak Library Multi- Purpose Room 7:30 p.m. (City Chairing) Joint work sessions are informal meetings of the City Council and Borough Assembly where elected officials discuss issues that affect both City and Borough governments and residents. Although additional items not listed on the joint work session agenda are sometimes discussed when introduced by elected officials, staff, or members of the public, no formal action is taken at joint work sessions and items that require formal action are placed on a regular City Council and /or Borough Assembly meeting agenda. Public comments at work sessions are NOT considered part of the official record. Public comments intended for the "official record" should be made at a regular City Council or Borough Assembly meeting. 1. Public Comments (limited to 3 minutes each) 2. Fisheries Work Group Update ............................................................... ..............................1 3. Building Code Fee Discussion (KIB) .................................................... ..............................3 4. Joint Economic Development Subcommittee Discussion ( KIB) .......... .............................16 Kodiak Fishery Working Group Outline for Economic Analysis in Two Phases August 2014 DRAFT Goals of the proposed analysis Phase I: 1) Provide a baseline overview /data of how the Gulf of Alaska fisheries, particularly the groundfish fisheries that are the subject of North Pacific Council action, currently contribute to the Kodiak community economy. 2) Provide an overview of what the community contributes to the operation of the GOA fisheries and associated industries. The information should include: 1) Fisheries harvest information for the most recent five years, in state and federal waters, by fishery, gear type, volume, value, landings by month; 2) Information regarding trawl vessel owner residency, crew and skipper residency and payment, use and costs of leasing, number of active vessels, number of active LLP's; 3) Contribution by fishery to community tax revenues; 4) By fishery, use of and impacts on support businesses, including gear and equipment suppliers, food providers, repair and machinery shops, fuel suppliers, freight and shipping companies; 5) Processing sector information, aggregated by a third party as needed, including employment numbers by month, residency of processing employees, operational timing and interaction of various fisheries. 6) Community infrastructure capital investments and operational costs, and use by each fishery, including boat lift, harbor, electricity, water, roads; Phase II: Using the data collected in Phase I, produce a predictive model - probably making use of IMPLAN software - that shows the multiplier effect of fishing industry activity in the community, and that can be used to determine the potential effects of proposed changes in fishery management, either State or Federal. In particular, such a model could be used to determine the potential effects of options and alternatives in the pending Council action on GOA Trawl Bycatch Management, once they are defined. For example, one could use such a model to determine the distributive impacts of different levels of consolidation of the harvesting sector or the processing sector. 2 (This page left intentionally blank.) Date: August 21, 2014 Kodiak Island Borough Community Development Department 710 Mill Bay Road Kodiak, Alaska 99615 Phone (907) 486 -9363 Fax (907) 486 -9396 www.kodiakak.us Memorandum To: City of Kodiak — Mayor and Council Kodiak Island Borough — Assembly and Mayor Cc: City Manager City Clerk Borough Manager Borough Clerk From: Robert H. Pederson, AICP - Community Development Director Doug Mathers — City of Kodiak Building Official RE: FY 2015 Building Permit Fees — Selection of Cost Recovery Percentage Background On April 15, 2014 the Borough Community Development Department presented a report to the Borough Assembly regarding building permit and land use fees. When this information was discussed with the Assembly, Borough staff received direction to bring back information as to what various cost recovery scenarios would mean for building permit fees. The Borough also wanted to work together with the City on this issue. Subsequently, Borough and City staff met several times to develop spreadsheets depicting a range of cost recovery scenarios. On June 10, 2014, this information was presented to the City Council at work session. Following discussion, there was consensus to place the discussion of an updated building permit fee schedule on the next available joint work session of the Assembly and Council. The purpose of this memo is to transmit the cost recovery scenarios to the Assembly and Council in preparation for your September 2, 2014 joint work session. Action Requested As noted in prior work sessions, the Borough has delayed the annual review of their fee schedule to allow the Assembly and Council the opportunity to jointly discuss the underlying policy question: 3 What percentage of cost recovery for the building permitting and inspection program should be covered by the building permit fee structure? As noted in the attached materials, updated building permit fees would be based on a permit multiplier, which in turn is based upon a predetermined percentage of cost recovery for the services provided. Determining the percentage of cost recovery is the policy question for the City Council and Borough Assembly. The Assembly and Council might also consider including the option of phasing in any potential increases, depending on the difference between the current fee schedule and whatever cost recovery percentage is selected. Regardless of the percentage of cost recovery selected, the cost recovery multiplier will include the plan review charge. Currently, the plan review and permit fees are collected separately. For example, a commercial plan review fee is 65% and engineered one and two- family dwelling plan review fees are 20% of the building permit fee. Small one and two- family dwelling additions, remodels, and alterations have a 50% plan review fee. With the new system the percentage will be equal for both commercial and residential projects. Under the current system, electrical and plumbing permit fees are computed separately from the building permit fees and we now issue individual electrical and plumbing permits. Under the new system, electrical, plumbing, and mechanical fees would be included in the cost recovery calculations. Separate or stand -alone electrical, plumbing, and mechanical fees would only be assessed when those permits are issued independently of a building permit. This will be addressed when a percentage of cost recovery value has been selected. Next Steps The desired outcome of the joint work session is for the elected officials to select the desired percentage of cost recovery for building permit services to be recouped through the permit fee structure. Once the elected officials determine the percentage of cost recovery to be used, Borough and City staff will implement the new fee structure. For the Borough, this will be accomplished by including the revised building permit fee schedule in the pending resolution for the Borough's FY 2015 fee schedule. Staff also recommends that the building permit fee structure part, this will be accomplished by reviewing the cost of published quarterly. These factors would be considered in th e the overall budget established for building services program. Attachments: Excerpts from the Building Code Cost Recovery Scenarios 12 be revisited annually. In construction data this is annual review, as would Kodiak Island Borough Community Development Department 710 Mill Bay Road Kodiak, Alaska 99615 Phone (907) 486 -9363 Fax (907) 486 -9396 www.kodiakak.us Memorandum Date: June 3, 2014 To: City of Kodiak — Mayor and Council Cc: City Manager Borough Manager Borough Clerk From: Robert H. Pederson, AICP - Community Development Director, &4� Doug Mathers — City of Kodiak Building OfficialD�u RE: Discussion of Building Permit Fees Background Recently, the Community Development Department prepared a report to the Borough Assembly regarding building permit and land use fees. When this information was discussed with the Assembly, Borough staff received direction to bring back information as to what various cost recovery scenarios would mean for building permit fees. The Borough also wanted to work together with the City on this issue. Borough and City staff met several times to develop the attached spreadsheet for your information. The purpose of this memo is to bring the Mayor and Council up to date regarding those discussions. With respect to Building Permits, we have identified the following information: ➢ Building Permit Fees have not changed since 2003; the previous update was in 1999. ➢ Fees are calculated using a cost per square foot method based on the type of construction, with a 1.39 multiplier for Alaska. ➢ We examined permit fees and the cost of providing building services for FY10 through FY13. ➢ We found that permit fees have covered 48% of the cost of providing the services during the past 4 fiscal years (the 48% cost recovery figure is a 4 year average for the City and Borough). ➢ The Building Code now contains an updated methodology for calculating permit fees, based on a permit fee multiplier and updated construction costs. ➢ The permit multiplier is based upon a predetermined percentage of cost recovery for the services provided. Determining the percentage of cost recovery is the policy question for the City Council and Borough Assembly. 5 5 ➢ The construction costs per square foot are now updated quarterly in the building code. We recommend an annual adjustment of permit fees to reflect current construction costs and to review the desired percentage of cost recovery for this program. Next Steps Our discussions have identified that the next step should be a joint work session of the City Council and Borough Assembly. The desired outcome of that meeting would be selection of the desired percentage of cost recovery for building permit services to be recouped through the permit fee structure. Once the elected officials decide the policy question (i.e., select the level of cost recovery), staff will bring back a resolution for adoption of a new fee schedule. Attachments: Excerpts from the Building Code Cost Recovery Scenarios Building Valuation Data — February 2014 The International Code Council is pleased to provide the following Building Valuation Data (BVD) for its members. The BVD will be updated at six -month intervals, with the next update in August 2014. [CC strongly recommends that all jurisdictions and other interested parties actively evaluate and assess the impact of this BVD table before utilizing it in their current code enforcement related activities. The BVD table provides the "average" construction costs per square foot, which can be used in determining permit fees for a jurisdiction. Permit fee schedules are addressed in Section 109.2 of the 2012 Intemational Building Code (IBC) whereas Section 109.3 addresses building permit valuations. The permit fees can be established by using the BVD table and a Permit Fee Multiplier, which is based on the total construction value within the jurisdiction for the past year. The Square Foot Construction Cost table presents factors that reflect relative value of one construction classification /occupancy group to another so that more expensive construction is assessed greater permit fees than less expensive construction. ICC has developed this data to aid jurisdictions in determining permit fees. It is important to note that while this BVD table does determine an estimated value of a building (i.e., Gross Area x Square Foot Construction Cost), this data is only intended to assist jurisdictions in determining their permit fees. This data table is not intended to be used as an estimating guide because the data only reflects average costs and is not representative of specific construction. This degree of precision is sufficient for the intended purpose, which is to help establish permit fees so as to fund code compliance activities. This BVD table provides jurisdictions with a simplified way to determine the estimated value of a building that does not rely on the permit applicant to determine the cost of construction. Therefore, the bidding process for a particular job and other associated factors do not affect the value of a building for determining the permit fee. Whether a specific project is bid at a cost above or below the computed value of construction does not affect the permit fee because the cost of related code enforcement activities is not directly affected by the bid process and results. Building Valuation The following building valuation data represents average valuations for most buildings. In conjunction with IBC Section 109.3, this data is offered as an aid for the building official to determine if the permit valuation is underestimated. Again it should be noted that, when using this data, these are "average" costs based on typical construction methods for each occupancy group and type of construction. The average costs include foundation work, structural and nonstructural building components, electrical, plumbing, mechanical and interior finish material. The data is a national average and does not take into account any regional cost differences. As such, the use of Regional Cost Modifiers is subject to the authority having jurisdiction. Permit Fee Multiplier Determine the Permit Fee Multiplier: 1. Based on historical records, determine the total annual construction value which has occurred within the jurisdiction for the past year. 2. Determine the percentage ( %) of the building department budget expected to be provided by building permit revenue. Permit Fee Multiplier = Example Bldg. Dept. Budget x ( %) Total Annual Construction Value The building department operates on a $300,000 budget, and it expects to cover 75 percent of that from building permit fees. The total annual construction value which occurred within the jurisdiction in the previous year is $30,000,000. $300,000 x 75% Permit Fee Multiplier = = 0.0075 $30,000,000 Permit Fee The permit fee is determined using the building gross area, the Square Foot Construction Cost and the Permit Fee Multiplier. Permit Fee = Gross Area x Square Foot Construction Cost x Permit Fee Multiplier Example Type of Construction: 116 Area: 1st story = 8,000 sq. ft. 2nd story = 8,000 sq. ft. Height: 2 stories Permit Fee Multiplier = 0.0075 Use Group: B 7 1. Gross area: Business = 2 stories x 8,000 sq. ft. = 16,000 sq. ft. 2. Square Foot Construction Cost: B /1113 = $158.70/sq. ft. 3. Permit Fee: Business = 16,000 sq. ft. x $158.70/sq. ft x 0.0075 = $19,044 Important Points The BVD is not intended to apply to alterations or repairs to existing buildings. Because the scope of alterations or repairs to an existing building varies so greatly, the Square Foot Construction Costs table does not reflect accurate values for that purpose. However, the Square Foot Construction Costs table can be used to determine the cost of an addition that is basically a stand -alone building which happens to be attached to an existing building. In the case of such additions, the only alterations to the existing building would involve the attachment of the addition to the existing building and the openings between the addition and the existing building. • For purposes of establishing the Permit Fee Multiplier, the estimated total annual construction value for a given time period (1 year) is the sum of each building's value (Gross Area x Square Foot Construction Cost) for that time period (e.g., 1 year). The Square Foot Construction Cost does not include the price of the land on which the building is built. The Square Foot Construction Cost takes into account everything from foundation work to the roof structure and coverings but does not include the price of the land. The cost of the land does not affect the cost of related code enforcement activities and is not included in the Square Foot Construction Cost. Square Foot Construction Costs'' b, c, d Group 2012 International Building Code IA IB IIA 1113 IIIA 111113 IV VA VB A -1 Assembly, theaters, with stage 224.49 217.12 211.82 202.96 190.83 185.33 196.14 174.43 167.83 A -1 Assembly, theaters, without stage 205.71 198.34 193.04 184.18 172.15 166.65 177.36 155.75 149.15 A -2 Assembly, nightclubs 177.15 172.12 167.31 160.58 150.83 146.74 154.65 136.68 132.81 A -2 Assembly, restaurants, bars, banquet halls 176.15 171.12 165.31 159.58 148.83 145.74 153.65 134.68 131.81 A -3 Assembly, churches 207.73 200.36 195.06 186.20 174.41 168.91 179.38 158.02 151.41 A -3 Assembly, general, community halls, libraries, museums 173.36 165.99 159.69 151.83 138.90 134.40 145.01 122.50 116.89 A-4 Assembly, arenas 204.71 197.34 191.04 183.18 170.15 165.65 176.36 153.75 148.15 B Business 179.29 172.71 166.96 158.70 144.63 139.20 152.43 126.93 121.32 E Educational 192.11 185.49 180.05 171.90 160.09 151.62 165.97 139.90 135.35 F -1 Factory and industrial, moderate hazard 108.42 103.32 97.18 93.38 83.24 79.62 89.22 68.69 64.39 F -2 Factory and industrial, low hazard 107.42 102.32 97.18 92.38 83.24 78.62 88.22 68.69 63.39 H -1 High Hazard, explosives 101.53 96.44 91.29 86.49 77.57 72.95 82.34 63.02 N.P. H234 High Hazard 101.53 96.44 91.29 86.49 77.57 72.95 82.34 63.02 57.71 H -5 HPM 179.29 172.71 166.96 158.70 144.63 139.20 152.43 126.93 121.32 1 -1 Institutional, supervised environment 177.76 171.50 166.52 159.45 146.31 142.45 159.13 131.29 126.72 1 -2 Institutional hospitals 302.44 295.85 290.11 281.84 266.80 N.P. 275.58 249.09 N.P. 1 -2 Institutional nursing homes 209.38 202.79 197.05 188.78 175.72 N.P. 182.52 158.01 N.P. 1 -3 Institutional, restrained 204.27 197.68 191.94 183.67 171.10 164.68 177.41 153.40 145.80 1-4 Institutional day care facilities 177.76 171.50 166.52 159.45 146.31 142.45 159.13 131.29 126.72 M Mercantile 132.04 127.01 121.20 115.47 105.47 102.39 109.54 91.33 88.45 R -1 Residential, hotels 179.14 172.89 167.90 160.83 147.95 144.10 160.52 132.93 128.36 R -2 Residential, multiple family 150.25 143.99 139.01 131.94 119.77 115.91 131.62 104.74 100.18 R -3 Residential one- and two-family 141.80 137.90 134.46 131.00 125.88 122.71 128.29 117.71 110.29 R -4 Residential, care /assisted living facilities 177.76 171.50 166.52 159.45 146.31 142.45 159.13 131.29 126.72 S -1 Storage, moderate hazard 100.53 95.44 89.29 85.49 75.57 71.95 81.34 61.02 56.71 S -2 Storage, low hazard 99.53 94.44 89.29 84.49 75.57 70.95 80.34 61.02 55.71 U Utility, miscellaneous 75.59 71.22 66.78 63.37 56.99 53.22 60.41 44.60 42.48 a. 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Pederson, AICP - Director RE: Community Development Department Update This memo is to provide an update on CDD projects and work program items for the Assembly's April 15, 2014 work session. Hazard Mitigation Grant This project is nearly complete with the exception of the village annexes. Final staff review of the annexes prepared by the consultant is underway. Once this review completed, staff will engage the villages to review the annexes and complete this project. Emergency Operations Plan We have received the final draft of the EOP update from the consultant. The draft plan was used in the recent Alaska Shield exercise, which provided an excellent opportunity to see how the plan update worked. Staff anticipates some minor fine tuning of the plan before it is submitted to the Department of Homeland Security for review and approval. LEPC Staff continues to support the LEPC efforts. Just last week we learned that the earthquake simulator will be coming to Kodiak for Crab Fest. This might be the best ride this year. Code Update Project The Planning and Zoning Commission continues to review the draft code, as follows: Title 18. P &Z has reviewed the draft twice and it is essentially ready for public hearings. 12 Title 16. P &Z is in the midst of their second review of the draft. Once this review is complete, Title 16 should be ready for public hearings. Title 17. P &Z has completed one review of Title 17. Draft #2 will be released this week. Once P &Z completes their second review of Title 16, the focus will shift to Title 17. Since July of 2013, P &Z has held 19 work sessions to review the draft code provisions. Six (6) recent meetings have been cancelled for a lack of a quorum. 7 more work sessions are scheduled between today and the end of May. We are hopeful that P &Z will complete their review of Title 16 and 17 by the end of May and that public hearings could be scheduled for June. Litter and Junk Car Removal Each spring, funding is allocated for the annual community cleanup program. This year, we anticipate a fund balance over and above the spring cleanup. Staff has identified 2 possible uses of these funds: 1. Hold a lottery for removal of junk or abandoned vehicles from private property. There may be funding to remove as many as 30 vehicles. 2. Investigate the cost to demolish the vandalized rest room structure at the end of the road. Annual Review of the Fee Schedule Staff will be presenting a recommended fee schedule for FY 2015 in the near future. In anticipation of that discussion, staff has been evaluating the fee schedule and offers the following information: Buildinq Permit Fees The building permit fee schedule and values for construction have not been update since 2003. The update prior to 2003 was 1999. From my experience, most communities evaluate their fee structure more frequently than once in 10 years. 2. As part of reviewing their fee structure, many communities evaluate the question of cost recovery for providing this service. Such discussions have become more prevalent since the economic slowdown some 7 -8 years ago. Many communities operate their building permit functions as an enterprise fund, based on 100% cost recovery. 3. Staff examined the costs for the building permit contract with the City of Kodiak and fees generated over the past 5 fiscal years, as follows: 13 Year Building Permit Fees Contract Cost FY 10 $74,023.84 $143,281.45 FY 11 $45,385.46 $94,805.07 FY 12 $44,599.49 $149,539.61 FY 13 $41,784.85 $115,378.37 FY 14 (2) $21,709.66 $45,343.40 Tota Is $227,503.30 $548,347.90 % Cost Add'L Costs Recovery (�> 51.66% 47.87% 29.82% 36.22% $177,753.00 47.88% $27,192.00 41.49% $204,945.00 (1) Additional costs were for plan review fees for the landfill ($27,192), the long term care facility ($36,382), and the high school ($141,371). (2) Through March 31 st — 6 months. 4. One aspect of the building permit fee structure is the valuation of construction. For example, "good construction" is valued at $175.00 per square foot for new dwellings and additions. This value does not appear to reflect the actual cost of construction for new dwellings in the borough. Updating this value is one option for revising the fee schedule. 5. Staff has also contacted the City to discuss the building permit fee schedule. Land Use Fees Fees for land use applications (conditional use permits, rezones, etc.) are very low compared to the cost of processing these applications. As in the case of building permits, the percentage of cost recovery for providing these services is a policy question for the Assembly. Staff estimated the percentage of costs covered by the current fee schedule for processing several application types, as follows: (1) Fee based on acreage of site 14 Est. Cost to % Cost Add'I Costs Permit T e yp Current Fee Process (staff) Recovery (noticeetc.)s, P &Z, Zoning Compliance $30- $120(1) $125 24%-96% No Conditional Use Permits & $250 $1,200 21% Yes Variances Rezones $350 - $1,500 $1,500 23% -100% Yes Prelim Plats $350 $750 47% Yes Final Plats $0 $375 0% Yes Appeals 1 $350 $1,500 23% Yes (1) Fee based on acreage of site 14 Animal Control Fees The contract with the City of Kodiak for animal control has now been in effect for 6 months. The City recently provided the following information regarding this program: City Nov -13 Dec -13 Jan -14 Feb -14 Mar -14 Total Actual Calls 39 27 35 28 25 154 Actual Responses 37 26 34 28 25 150 Citations 0 2 4 2 0 8 impounds 8 9 1 3 3 1 5 1 28 transports 7 8 2 3 9 29 licences 6 5 12 14 3 40 Borough Nov -13 Dec -13 Jan -14 Feb -14 Mar -14 Total Actual Calls 25 9 14 10 14 72 Actual Responses 24 9 13 10 14 70 Citations 0 2 1 1 2 6 impounds 18 4 4 9 14 49 transports 9 4 3 5 8 29 licences 23 7 14 14 17 75 Note that actual calls for service within the City were double the number of call in the Borough (154 vs. 72). Based on the $109,415 annual contract cost, the cost per call in the Borough was $760 for the first 6 months. Assuming for discussion purposes that the Borough is paying for one -half of the animal control service, the average cost per call in the City is $355. We have contacted the City to verify the cost split for this contract. Schedule of Fines As discussed at the March 27th work session, staff is preparing an ordinance to amend the Borough Code to establish references a schedule of fines for violations of the animal control, solid waste, and junk vehicle ordinances (Titles 1, 6, 8, and 10). This ordinance should be ready for introduction in June. 15 (This page left intentionally blank.) Chapter 2.1 15 KODIAK ECONOMIC DEVELOPMENT COMMISSION Page I of 2 Chapter 2.115 KODIAK ECONOMIC DEVELOPMENT COMMISSION 2.115.010 Commission created — Dutles. ..... .. .. ... There is established the Kodiak economic development commission, consisting of nine members, who zre-rasli-extv sftsm—A+rtuj ■ community. The commission shall assist the manager and assembly in developing a local economy which meets the needs, desires and goals of the community,, The commission Is empowered to,,, loca:l economy; 11111RIM"I'Mil I I F III! III FI 11 111 W1774 11 7FIFT-FAW sup .1 70?K-W economy-, 1r 1 2.115.030 Administrative assistance. http:llw,w,w.codepublishing,comIAKIK,odiakIsla�n,dBoroughihtmIlKodiaklslandBoroughO2iK,... 7/3/2014 • Chapter 2.115 KODIAK ECONOMIC DEVELOPMENT COMMISSION Page The manager or diesiligniee shall: for or reasonably related to commission functions; III ,,I 11g;J11, 111, 111 11 toil e under all the circumstances, reteT-to the commission mUfters within its, powers and futies, prior to presentation for assembly action; and D, Transmit commis:sion recommendations and other communications to the assembly. [Ord, 98-02 §8, 19981 Ord. 85-216-0§1, 1986; Ord. 84-61-O §110, 11984� Ord. 810-36-0 §1, 1980. Formerly §2.42.=) The Rodiak Island Borough Code is current through Ordinance FY2014-,18, plassad April 17, 2014. Disclaimer� The, Borough, Clerk's Office has the official version of the Kodiak Island Borough Code, Users should contact the S!,Tf wz,1—.&ItcC ii;w--M41Az- ordinance cited above. http-.Ilwww.codepublish�ing.cAKIKodiaklslandBoriouglVhtml,odiakislandBoroughO2/K.., 7/3/2014 17 C I 7zW*7.7*7k7r4rsTXZM ,Sections: "l Established., 275.020 Responsibilities, 2,75-030 Membership. 2.75040 Terms. 2J,_5M Meetings. 2l§-Q7A Staffing. 2.76.010 Established. There established a borounh economic deve-In-pment commission, The nurpose of the commitsgion is to activetv oromote. faster midl coardirtate nublic aid orivate atives ttat create cagital, diversijL It: �%ZjLa& of life, and the sustajnabtti of the baroush's diverse urban and rural fife stvies Ord, 2004-10 § 2, 2004) CMAE�� administration wiith the community: research center, the University of Alaska Fairbanks, and other pubil�ic and private! entities; C. Seek appropriate funding sources for economic development activities and the development of any infrastructure necessary to support such activities; M= P,mongst local businesses and municipal, state, and federal governments; ............. relocating a business or industry in the borough� engage in a ny add itional ecr rn ic development activity that is consistent with F NSBC 2110_1 07-- (Ord. 2004-10 § 2, 2004) 1 mill 111minini'm1l: PRIPPINIF I 111111711i F'li A, Six members shall be nominated by the mayor and confirmed by majority vote of the assembly. B. Two members shall be appointed by the presiding officer of the assembly. These members shall serve at the pleasure of the presiding officer and may be removed by the presiding officer without cause. 7 ,31n =-n =,* UTjzTTeTt7M-iTMt7*jW-7MFTW 2.75.040 Terms. Subject to FNSBC 2.75.030, the members of the commission shall have the following terms: A. The terms of the six members nominated by the mayor and confirmed by the assembly shall begin the first day ■ January and shall continue for three years, except that the balance of these terms shall be staggered so that two of these terms expire at the end of each year. B. The terms of the two members appointed by the presiding officer of the assembly shall begin the first day of January and shall continue for one year, 2.75.0 70 Staffing. The borough shall provide staff support to the commission at a level and within an administrative structure determined in the annual budget ordinance. (Ord. 2004-10 § 2. 2004) pez V -3 rAt�t- http:/elwww.codepublishing.com/AK/FairbanksNort WarBorough/htm]/FairbanksNSB02/Fa... 7/3/2014 a TIX6- MM TiWaNTM, §, §? ©` » »t �, Page I of I 155 S. Seward Street Jiulneaui, Alaska 99801 to], 907586-5240 fax 907-586-5385 http:11www.juneau,org Title: Juneau Economic Development Council Affiliated Department: City Manager Status: Active Governing Legistation: -Resolution 206i3 -ResoMion 213,6 -Date Created: »: ;< #; 19,87 -Sunset Date: N/A men= http://www.juneau.org/clerkfboards/BCF,,-factsheet,pbp?UID-39 7/8/2014 History I Juneau Economic Development Council Pagel of The Juneau Economic Development Council! (JEDC)i was created in 1987 as a private noin-profit corporation with, assistance from the City and Borough of Juneau (CBJ) and the Juneau Chamber of Commerce. JEDC is an economic development agency that provides direct benefits to Juneau and the Southeast Alaska region. In 19•4, the JEDC created the Business Assistance Center (BAC) by hosting three of the Small Business Administration's programs: the Small Southeast Alaska Business Development Center, the Microenterprise Program and the Procurement Technical Assistance Center. �Each of these programs was very successful in helping teach people with ideas for small businesses how to make their dreams a reality, Today, the BAC concentrates: on providing free business counseling through the Microenterpri!se Program, and ;e Ui low-cost services to established business peopt through the BAC, Some of our current projects inct ide the Inmate Business Education Program co-sponsored by, the Alaska Native Brotherhood, and the Job, Creation Grant�, funded through the State of Alaska's Division of Vocational Rehabilitation. and stepped in to assist the State of Alaska Department of Labor by co-funding the Ketchikan Business Assistance Center. Recognizing that a serious shortage in early-stage and expansion funding was hampering ground-breaking businesses and viable plans in Alaska, the JEDC stepped up to; the plate with two innovative programs designed to meet these needs,, First to appear was the Alaska InivestNet pirog,raim, Alaska s first and only statewide capi�tal-miatchinig service. Next came the Southeast Alaska Revolving Loan Fund,, our financial "bridge" p gram, ■ 0 - - - VA - - I Alaska lacked a sophisticated venture capital market, both in terms of capitalists and investor-savvy entrepreneurs. Our answer to this came in the form of Alaska I nvestNet, formed in 1994. The InvestNet system has been described as a "dating service" because we provide a neutral third party screening service for both investors and entrepreneurs. Investors know that registered entrepreneurs have a written business plani, entrepreneurs know that they have a safe way to gain access to certified investors, The program truly came into its own in 1998 when the JEDC joined forces with Alaska Science and Technology Foundation, cementing ties with the State! of Alaska's program for inventors. The JEDC launched the Southeast Alaska, Revolving Loan Fund (RL,F) in, 1997 to help business owners create jobs in communities hard hit by reductions in the timber iindustry, The RLF provides direct business loans throughout the region for projects that wr ill create or retain jobs. To date the RILF has committed over $4.4 million for projects in Juneau, Sitka, Wrangell, Metlakatla, Haines, Hydaburg and Ketchikan. A sample of the projects JEDC has financed include, http:,I/www.jedc.org/history 21 7/8/2014 1019pim http://www.jedc.orgAhlistory 22 7/8/2014 Mitch Jackson T.M-.F M., T-Ma7-T.MM=TTW4i-I=Mj0= M�M RIYALAFIF =-Imn- mr-nff�� iv. One member appointed by the CBJ Assembly representing a nonprofit environmental organization; v, Seven (7) members appointed by the CBJ Assembly based upon their experience and expertise in fields relating to economic development, including but not limited to large and small business, entrepreneurship, natural resource development, tourism, banking and finance, engineering and construction, and government, C. The term of each member of the JEDC Board of Director shall be staggered three (3) years. D. No Director, except the Mayor, may serve for more than two (2) consecutive terms. E. The JEDC shall publish notice of vacancies on the JEDC Board of Directors- The JEDC Board or a recruitment committee will review and may interview candidates for the JEDC Board of Directors, The JEDC Board will forward the names of recommended candidates to the CBJ Assembly,, The CBJ Assembly will appoint JEDC board members. The Juneau Economic Development Council annually has openings on its Board of Directors. JEDC Board members are recommended to the Assembly by the current JEDC Board and then appointed by the CBJ I not limited to large and small business- entre�reneurshin— natural resource development. tourism lankkn� finance, engineering and construction, and government, jIZrZV=-- LE - L4 ;!IIv-q'-q ]gjq gIT- information. 523-2333. 3M fill III �10 11 1 It I -INS- 10,-Mum, The Juneau Economic Development Council (JEDC) was created in 1987 as a private nonprofit corporation with assistance from the City and Borough of Juneau (C8J). JEDC is an economic development agency that provides direct benefits to Juneau and the Southeast (SE) Alaska region, JEDC leverages its annual funding ■ create and retain qIuallity jobs in SE Alaska iEDC is governed by an elleven person Board of Directors, The Board membership includes thie Mayor (or histher designee from the CBJ Assembly) and the Chancellor of'the University of Alaska Southeast, Nine other members of the Board are .err lintedfor three year staggered terms by the CBJ Assembly, One of these! The Board of Directors hires an Executive Director and tasks this person with the management of JEDC's human and financial resources. Ill- r1i ME, We 1=11 I implements initiatives to maintain, expand, and create economic opportunities. JEDC Board of Directors updated the Mission Statement in May 200& �1 The 2008 Strategic Plan for JEDC was produced ■ the Board • Directors and management of the JEDC, Collectively we believe: that a clear an wall-articutated strategic plan will ensiuire that the organization delivers on its mission, and mioire closely meets the expectations of the community, A strategic pl�anniing c�ommittee was est2W40et �y1ke 12*-2-rl ix-112rc*-2,1111 Associates to conduct focused interviews with Juneau and Southeast Alaska leadership and provide a written summary of the comments/observations. Focus groups were facilitated by JEDC staff with members of the small business community and organizations that support/represent the business community in Juneau. Additionally input was received by a number of key members of the Juneau and SE Alaska civic and business communities. Summaries of seafood, timber, tourism and mining industries in our region were also developed bo the staff and eiresented to the Board. The McDowell Grou:#) under contract with JEDC.,Iirovided to the Board an advance copy of our annual economic indicators report, Two meetings of the Board were facilitated by Dennis McMillan of the Foraker group: one in April 2008 to review the Mission Statement and another afl-day retreat in June 2008 to prioritize the main areas of action, Subsequent working sessions ■ the board and staff provided a consensus on: the main goals of JEDC�, specific objectives and the likely strategies to be implemented over the next five years. Is I nil http://www.jede.org/node/`4 24 7/8/2014 I 11111111111lilill i. 31111"I'M I ■, -MEII JEDC Goals, 2008-2013 follow in order to deliver on our mission. The board will monitor progress of JEDC in achieving its stated goals and objectives and will forrnally review this plan on an annual basis and make adjustments as necessary. success of the organization in meeting it mission. These are: le M-- U, i ■ M Vi M TM M 0 Goal #2: Strengthen the Regional Economy of Southeast Alaska 1wr N - - IT W . 1111111 http://www.jede.org/node/4 25 7/8/2014 Strategic Plan I Juneau Economic Development Council Page 3 of 4 1. Monitor the transfers of State workers positions to/from Juneau. 2. Work with our local legislative delegation and other organizations to assist in their efforts to maiintainliIncrease the number of State employees and programs based here in Juneau i 3, Work with our Congressional Delegation to relocate Alaska-focusedi federally funded programs directed at our region to Alaska from the ConitinientalLISA. ■ their near-term strategies and talent requirements - t -AxtAT Musi WL-AW- Ve A community and learning about employment opportunities that exist 11. GOAL #2: Strengthen the regional economy of Southeast Alaska A, Obj d areas where SE can compete on the world market and develop a common strategy to develop those industries i I i 1 1 . Review regional assets by location and id' ntify compelling value propositions 2. Lead the creation, of a network (or work within existing networks,), and work with our neighbors in SIE Alaska 3. Link educational, industry and civic leaders in supporting key industries 1, Support efforts that inter-tie a network of hydro-electric projects throughout the region 2. Support the examination of alternatives to diesel fuel as main source ■ energy for heating, electricity and transport 3. Improve the ease of movement of people and goods throughout the region 1. Produce Annual Economic Indicators Report 2. Research current economic issues affecting our community and provide information to the public via our website, presentations and publications Ill. GOAL #�3: Bring innovative economic development approaches to our Region and State B. Obiectil Develo, im a n -ener alternatives thiat will sunport continued economic rowth durin �erioid of hip anergly costs I III I I! I i I I I IT 1! 1 111 1! 11! 1 1! ii I I I I i 1 1, 1 1111! 11 11 MLMMNZ�� 1, Deliver the Spring Board Program contractual agreements 2. Provide services to othe . auch as D. artment of Aoriculturei Homeland SAmAY, 1, Continue work on alternative fuels, such as wood as fuel at lidustries aid troducts outsideof 2. Evaluate the future of Alaska InvestNet IV. GOAL #4: Increase Juneau's desirability as a place to live and work C. Objective: HIelp Juneau to be an outstanding Capitall of Alaska D, Objective'. Develop Juneau into a lean/green City E. Objective: Enhance community infrastructure http:,t,"www.jedc.org/node/4 26 71812014 Ztrategic Plan I Juneau Economic Development Council Page 4 of 4 F. Objective: Make Juneau a more attractive and stimulating community for all residents/visitors http:,I/www.jedc.org,lnode/4 27 7/812014 Title 19- BUSINESS AND ECONOMIC DEVELOPMENT �MVISULA 'CHAPTER 19, 0, ECONOMIC DEVELOPMENT N)M4 H IN 0910001111 19.30.030. Pqkc�L J3,394-0404-1 1 1 19,30.050. Evaluation bybqroqqhLq@y . qL 19< C,060. Forms of Lg.,30.070. Definifions. I[V �,J J �s=- MM-7 na goal I 11114r, WrMMOIJ WINIZAR) M (17154 it (0 d, I'Nfi 99-14, § 1, 4 •1999� OrcL No W 01, § 1, 07% 1 =9 N q1_ A I N such projects shall be with;ini th!e scope of other pplicable borough powers. ((Dird, tJo 99-14, § 1, 4 6.1999) MEMO= It is the policy of the Kenai Peninsula Borough to support responsible economic development with the borough, subject to applicable legal and fiscal constraints. The borough will provide indirect support all economic development projects, as defined in this chapter, N policies and regulatior - that facilitate business activity. The borough may also provide direct support for major econom 1 development projects d 1 etermined to have a significant impact on the borough economy and a hi probability of long-term success. (C)rd No 99, 14, § 1, 4 6 i D99') w w x All proposalis for borough sIuppo,rt of an, economic development project shall inftially be evaluated an organization as may be designated by the mayor ("screening agency"). Such initial evaluation sh, - identify wihether the project satisfies the following minimum requiremeInts for direct borough support und this chapter: I] Alaska, Code of Ordinances Page 1 M i, eii p i, 11 \ LINO F-11 2 go is 1144SI011:001 ilia] IVA I N 11:0061:1M 141111 2. The project must be supported by a "bank-ready business plan" as defined in this chapter; 3. The project must be situated in the area of the borough outside of the cities; and S. The business plan must demonstrate that the proposed borough participation in the project as planned will -Im Atli Alm 11;�bjw�1#11 ml GgI to IN 111211111:1 [01 IRMII RI 9:6-ZESIMI NIZAPIMI gall III IR0111 mio L-_A I b. either reduce imports or increase exports from the borough; and c. not take market share from existing businesses within the borough. 5. The project will meet the above criteria within a reasonable time period as defined by stanclarf business practices. The burden is on the project applicant throughout this process to demonstrate that the project, az -i,roposed, satisfies the requirements of this chapter. (Oinr.l, N� 991zl, § 1, 4-6-1999) Kenai Peninsula Borough, Alaska, Code of Ordinances Page 2 29 R= A74 ■ 01 I itll 11119Ar- Tt ouroign ianu, uoN GreUIL5' arlu Utrier TOUMS 5W sLppurf as approTea Di ine asse I,.' *y ordinance is required for direct borough support • an economic development project. A. Land. In determining whether to make borough land available for the project, and on wh terms, the following criteria shall ■ considered: I Compatibility of the proposed use with the comprehensive plan and overall community needs. Inn Adds to long-term tax base means an increase in the assessed valuation of taxable property in t borough. Bank-ready business plan means a business plan typically required by banks for loan applican containing, at a minimum: I Kenai Peninsula Borough, Alaska, Code of Ordinances Page 3 30 A: M 2 #01 1.9 RXIIA:001 ki [$I &I L4 DIMM EMU MA 14 LI I 1) a detailed description of the company and proposed project; 2) a detailed description of the product or service to be rendered, a feasibility study including market opportunity, competition, trends, research and promotionm strategies, management strategies including job creation, job descriptions, key personnel, arE long- and short-term employment projections, detailed financial projections for the next fi years; i Kenai Peninsula Borough, Alaska, Code of Ordinances Page 4 31 Birendyn, Shifilea, President Cheryle James, Vice President Mark Dixson, Treasurer r. Ue Butts Mark Dixson 32 Rick Koch • Sue McClure Hal Smalley Diana Spainin auff". ' i K,aitie Koester City • om] Chapter 4.16 r t 1 y I I I I I I I 11: 11111111111 F! I I I I I !I � I I I I I I I I I I I! I I I I'' I I :1 wnjr. 4.15.010 Economic development authorized —Scope 9) SHARE Ik III - 0 1111 -r a - - i=1111MMIT-Ar, N, I am I I I I I I I I I MITI I I I I R 1111�rliiji!! I I I � 111 11 � 11 � 111 11 � 1111 � I 1111!! 1 � 1111111 � 1!!! 111111 1! 1! 111 111 r'7111 -MMMl1l==ll WEZ�� • I III I I I III I :I III I I - 6 0 0 1 1 11 . I , w- I I - 0 a . 1 0 1111 (d) Pursuant to AS 29.35.2510(b), cifies within the borougih may exercise economic development powers in a; I manner that does not conflict with or duplicate the exercise of areavitide economic development powers by the §1, 12-17-01; Ord, No. 772A, §§1, 2, 11-5-90; Ord, No. 575, §1, 8-4-8• . Code 1974 §10,10.005.] Horne, < > 33 N�ova Javier From: Kacie Paxton <kaciep@kgbak.us> Sent: Thursday, July 03, 2014 4:42 PM To: Nova Javier Subject, RE: Economic Development Code/Committees 2M Here's a link to our econ dev code. There are several sections — this will take you to the first section. httr)://www.codeoublishinp,.com/AK/`ketchikanRat,ew,ayborgUghl?ketchikangatewayborough04`/­­KetchikanGatewayBor ughO415.htrnl Prior to all of this, we had a sepairate economic development board — the KEDA board — which wals pretty short-lived and was: formed for the purpose of providing grants with the huge amount of money we got from Ted Stevens in, the 90's, The Borough bought Ward Cove with the money, and then dissolved the KEDA board in 2002 and spent several years trying to sell Ward Cove. IFIVIREIRM 1-1 IIIIIIIFI 111111 111 , . I From: Nova Javier [mailto:niavier@)kodiakak.Us1 Sent: Thursday, July 1 1,56 PM To: Joell Church; 'adrianne—polty@yahoo.com'; 'akutan@gcl.net; 'aniakcityof@yahoo.com'; 'ann@nnvc.org', r f 'anne'tte..,,Ziegm,ain@denallborough.com'; 'asagel@nwabor.org"; 'awflllams@cltycfhoonah.org'; 'bbaker@1cLwasjlla.ak.us'; 'bballou@c1tyofseward.neV; 'bcJamieson@ Subject: Economic DeveloIpiment Code/Commlittees 111*.111nd 'it - 0 air, IlLgILIq#119111 111111411alI 1IM11"11I Iilliltt(- M 1 34 Title I I ECONOMIC DEVELOPMENT Page I of,3 ��yhi Sections: 11.04.010 Established, 11.04.020 Supervision. II 11.04.030 Duties of the departmer! 11.04.010 Established. There is established all economic dieveillo mi nt department. (Ord. 02-04 § 3:, 2,0012) 1 p e 1 11 11.04.020 Supervision. The economic development department shall be supervised by the economic development director. (Ord. 02-04 § 3, 2002) 111.04,0301 Duties oif the department to promote economic opportunity for the borough's residents. The department will also serve as staff support to the economic development commission. (Ord. 02-04 § 3, 2002) Chapter 11.06 Sections: 11.06.005 Established. 11.106,010 Responsibilities, 11.06,020 Organization, 11.06,030 Chairman —Authoriity. 11.0 6.040 Committees. 11.06.005 Established. The borough economic development commission (EDC)l is e!stab ed in order to identify resources available, and to establish and implement strategies and plans to htip.-//codepublishing.com/ak/NWArictieBlorough/cgi/menuCompile.pl '7/11/2014 35 Print Preview Page 2 of 3 enable the res,id�enits, of thie borougih to improve their econiomiic condition. (Ord1. 02-014 § 4, 2002) 11.06,010 Responsibilities. The economic development commission shall be responsible for the following: A. To review and comment on all aspects, of economic development and taxation that come before the assembly and the planning commission; B. To identify and promote services designed to encourage economic development to local communities and business within the borough; Jill I!IIII • w 'RPM, E. The EDC shall present to; the a,ssembil an annuall requi st for funding of the activities of the commission. (Ord, 02-04 § 4, 2002) 11.06.020 Organization. The commission shall be organized as follows: A. Membership, Membership shialil include- The mayor shall appoint the members of the commission from among thos"Ju .iominated that the mayor finds appropriate to serve on the commission. Commission members serve at the pleasure of the mayor. MM3MME= I. chiaiJr and are subject to the Open Meetings Act. IIAM M" I= aw� 11.06.030 Chairman —Authority. The chairman shall preside at all meetings of the commission. The chairman has the authority to create, appoint, and discharge committees, subject to the approval of the commission, call; mleet�ings, and retalin,s the right and e responsibility to pia;irtake in the deliberations and voting on all matters, In the absence of the! chairman, the vice- chairman has these authorities. (Ord. 02-04 § 4, 2002) 1 11.06.040 Committees. Committees of the commission may be established by the chairman, subject to the committee and its membership bleinig approved by the commission, All committee meetings are subject to compliance with the Open Meetings Act. (Ord. 02-04 2002) 11.06.050 Meetings. A. Regular meetings of the commission shall be held at least four times, in each quarter of the year. Date, time and place of each meeting shall be at the call of the chair, B. Special meetings of the commission may be called by the commission, by the chairman or by the vice-chairman in his or her absence. or by written request of any three members. C Each commissioner shall be entitled to one vote on aill: matters brought to: the boar-wl All voting shall be recorded. I ;1 ill 1 1!11111 ill I oll 11!11111!!! 1 E All meetings of the commission shall be open to the plubilic and reasonable notice of such meetings shall be provided, F Meeting minutes shall be prepared to provide a complete record of actions by the commission. Minutes shall be validated by the signatures of the chairman. (Ord. 02-04 § 4, 2002) 71 1111101111111FINNIRR 11 oil w - I Nova Javier From: Carson, Andre J (CED) <dru,garson@a1aska,gov> Sent: Wednesday, July 02, 2014 2:11 PM To: Nova Javier Subject: FW: Economic Development for LC Leaders Categories: Other Nova, Here's the email that Shaun sent last week. Unfortunately, she copied your email incorrectly, I hope this helps. As always, if you have any additional questions, please let me know. Thanks. Dru Carson Development Spe�ciIallis,t III Department of'Commerce, Community, & Economic Development Division of Economic Development PO Box 110804 (907) 465-2162 'Llaus's From: Wilhelm, Shaun M (CED) Sent., Wednesday, July 02, 2014 1:39 IPM Too G,arson, Andre 3 (CE D) Subject: FW. Economic Development for LG, Leaders Let me know if you need anything else. From: Wilhelm, Shaun M (CED) Sent: Thursday, June 26, 2014 1:24 PM To.I nJavier@koidiakak.usa' I I . MW MIS= economic development committees that might be helpful: I rFT MI61T:=,7,=V=eMA Kenai, Alaska 99611 IN 9071813913 rroeske@kped,d,.org - 1 2 4 1 1 @1 » �9�= I 11 0 0 'airbara Johnson, Community and Economic Development SpecialiM ,w P.O. Box 71267 W . Q I M 'M 4 907.4591351 907,459.1102 Economic Developme nt@co.fa 1 rba nks.a k. us bjohnson@fnsb,.ius "fjMf P.O. Box 1110 Kotzebue. 7A '500 i 9:07.442,2500 9■7442,37401 fsmithOnAgbor.org k &<! 2 39 5+2 :? 2 ». Shaun M (CED) Sent: Thursday, « ©! 26, 2014 1:24 PM To: 'njavier@kodiakak.usa' iy Inc IM . ' -- M �. \�\� �... :\ y, 1!11l1jjl!11l Barbara Johnson, Community and Economic Development Specialist P.O. Bo 7 r"j Mf « «f« N7,459,1351 N■ 7.4519.1102 EconomicDevelopment@co.fairbanks.ak.us biohnson@fnsb.us Website: www,gp.fairbanks.ak.us mayQrlEconomicDeve( ent default.htm w Module 1 what is ECOOOmic IGi Developments Typical Outr. —, StruRUees • Fun Rlon Module 4 Module S Business AttraRlon ReSldent AinactlOn and • Marketing Retention • Slte SeleRlon nt Readiness • ResidentAmactlon Module2 Module Stategic Planning -m— RI—I., fie Emnomic and Expansion Development Partnerships D— I.eneuesh'p Development Module 6 Module 7 -'r,m You Are The Leaders 2014 -06 -21 1 41 • Improving the economic well being of a community or region • Job creation iu •Job retention , �✓ it •Tax base enhancements • Qualityoflife • No single definition for economic development • No single strategy •, • No single policy ' ' • Nosingle program 1 ,� WG :•Assigned groups (your table) :•Appoint a reporter and recorder ❖Topic: What do you think Economic Development is? What is the role of a Local Leader? • Described in terms of objectives • Communities differ • Policies governments undertake to meet broad economic objectives • Policies and programs to provide community infrastructure • Improving the business climate 2014 -06 -21 2 DO NOT ACT ALONE Organization's function is the • Economic Development is a Team Sport foundation • Private Economic Development • Partner with Regional Communities �r • Create Community Accords ,y • "'�. Development • Embrace Diversity • Embrace Cultural Differences • Work with the State Government ki • Native Development Corporation • Support Economic Development i Personnel • Engage with Business and Community Residents • Potential structures /models: • In -house or external delivery • Public Economic Development Organization's function is the foundation • Private Economic Development • Public /Private Economic • "'�. Development ki • Native Development Corporation i • Can leverage private • Limited geographic investment • Access to sources of public funding • Have municipal powers • Have access to other community or borough resources • Better buy -in from public officials influence • Often prohibited from lending money • Turn over of elected officials • Mistrust from private sector • Public disclosure laws 43 • Job Creation • Economic Diversification • Increased Tax Base • Job Retention • Business Retention 2014 -06 -21 • Productive Use of Property • Quality of Life • Recognition of Community Assets • Recognition of Local Products • Skilled labor Force •-Self- sufficiency • Reduces Leakage -Local city, county, borough or state government -Can direct public or political pressure *Can assist in loosening regulations • No formal links to government • Comprehensive economic development program • Free from public accountability • Chamber of Commerce, Community Development Corps. • Membership dues, contracts 3 • Can serve as an intermediary • Narrow accountability • Quick decisions • More flexibility • Generate profit • Private funding • Allows for focus • Better staff retention • Can undertake greater risk • Free to expand on gov't powers • Broader range of expertise • Public and private resources • May lack public support and commitment • May face excise taxes • Strict prohibitions on EDO • Lack of public land management powers • Must be self sustaining — can restrict focus • Lack of accountability • Lack of influence • Restricted freedom of action • Advice to local entrepreneurs and start -ups • First point of call for investment enquiries Promotes development of all economic sectors • Encourages sustainable business practices • Implements BR +E • Markets community 2014 -06 -21 • Partnership between public and private sector • Includes elected officials and CEOs • Greater flexibility • Formed around specific projects Descriptions vary in every community Individual or group dedicated to carrying out economic Chief, Chair development programs Commwrrs,, Ir I Work at a strategic, operational and implementation level Creating, implementing and monitoring action plans e�� seekmgfunding „,,..... Project management Developing partnerships with external agencies��p �.... • Report to Chief Administrative Officer, Mayor, Chief, Chair Commwrrs,, Ir I v > • Communicate on projects • Advocate for business to municipal departments �? • Participate in senior management meetings 4140*111llmNVI 111//x//, • Maintain confidentiality • Follows a Code of Ethics (IEDC) 21 Important and often overlooked • Respond to public inquiries daily by phone, fax, e- mail and walk -in traffic • Clearing house for information • Data Updates (Community Profile, website) • Regional initiatives • Work with businesses seeking to locate in community • Economic Disaster Recovery Plans • Need to be completed for future events • Strategic planning needs to incorporate: • Communications (external and internal) • Taking stock • Economic development programs to represent the "new normal" 45 2014 -06 -21 • Work with groups of businesses within specific industry sectors to ensure new markets developed • Development and implementation of communication tools • Ongoing communication with various agencies and organizations (Council, Committees, Chambers of Commerce, Borough, State, etc.) ��l/ III::.......;;: � % % %� % % %%% promote • Where are you now? • Where do want to be? acknowledges or fixes • How will you get there? • How will you know when you are there? • How well does it link to other plans? j / //i w1u. ALAMA • Strengths: the community can promote • Weaknesses: the community acknowledges or fixes • Opportunities: the community can prepare for • Threats: the community mitigates, if at all possible 5 2014 -06 -21 2 • Investment Attraction and FDI • Business Development • Business Retention and Expansion • International Trade • Entrepreneur Development Property and Downtown Revitalization • Workforce Training and Development • Research and Information • Resident Attraction Tourism 2014 -06 -21 • S.P.O.T.S • Workforce Development • No time to strategically plan • Assigned groups • Regional areas • No senior management or Agencies community buy -in • Appoint a reporter and • Lack of will political recorder Neighbouring • Too many goals to implement + Local Groups • Lack of resources • Set a S. M.A. R.T. E. R. goal to Communities - • No game plan for shared methodology • Native Developmer f • Not moved into execution Increase new business • Don't consider regional issues • Local Councils • Workforce Development • Assigned groups • Regional areas Agencies • Appoint a reporter and recorder Neighbouring + Local Groups • Set a S. M.A. R.T. E. R. goal to Communities =,>r • Native Developmer f • Leaders of Economic Increase new business Corporations Sectors To engage youth in business • To create a working Chamber of Commerce artnershi partnership between • Colleges and Universities communities State 7 47 Goal: Enhance Economic Development Communication Actions: Develop quarterly activity reports Meet with local gov't monthly to update activities Electronic newsletter Create a good news repository Budget: $1500 Timeline: September — December 2014 Partners: Local media. Chamber of Commerce Measurements: Increased Partnerships • Creates Political Leverages Scarce Influence Resources • Creates Support Enhances Credibility of Networks Program ^ld • Activities Get Done • Encourages Cost Sharing • Better Success in • Develops Collaboration Funding and Teamwork • Increases Efficiencies of • Helps Build Capacity Service Delivery 2014 -06 -21 Extending /Evaluating Reward • Economic Development and growth can occur at the regional, State or local level k­­­— oyiyoo�io...... • Alaska's regions have economies °w made up with differing assets,....W liabilities, strengths and weaknesses Collaboration on economic development initiatives i Specific Measurable Attainable V Realistic ^ld Tangible Extending /Evaluating Reward • Economic Development and growth can occur at the regional, State or local level k­­­— oyiyoo�io...... • Alaska's regions have economies °w made up with differing assets,....W liabilities, strengths and weaknesses Collaboration on economic development initiatives i • Interact and get feedback from your actual customers • Provides up to 80% of all jobs and investment • Cheaper to support existing firms than to attract new ones • Supports entrepreneurial development • A cohesive and collaborative approach to economic development Key Elements for Success • Trained Outreach Personnel • Dedicated Team • Strong Management • Data Warehouse r • Be fluid and short term �,qf °9 • Visit the decision makers apt' ka'� ��iq9 ru 8Y4 a 4 • Its more than a data gathering process • Communicate and take actions 2014 -06 -21 Activities: Benefits: • Thank the Business Owner /Manager Directs resources to your local businesses • Learn about the company and match needs to available or new programs Assists firms in becoming globally competitive • Use views and opinions to create a better business climate Creates a more accountable economic development program a t ut ti ti U h ,APp Counters the "Attraction Rap' • Make It "Value- added" J,J 01 • Build And Foster A Relationship W • Treat Each Customer As Unique 0,0 • Use Information To Create New Programs To Support Business Growth • Leverage Retention For So Much More 111111; ///1/111 • Business Visitation • Export Development • Workforce Development Land Inventory • Resident Attraction • Referral Network • Policies and Regulations ' Business Attraction (red tape) • Partnerships • Business and Contractor • Communications Databases 9 Canada's First Business Walks Program finds 88% of Central Okanagan Businesses Steady or Increasing • Provides Role Models • Supports Existing Business 50 IBusiriiess tfl,9:alllks Hot • >70 businesses identified as requiring follow up one -on -one assistance • Industry intelligence shared with business support organizations • B R + E program • Strengthened relationships and partnerships 2014 -06 -21 W.Ikillig to h Mp IGmcaNl trwsGimeaa n f Aa❖Assigned groups (your table) Lifestyle Entrepreneurs • Want to betheir own boss �l • Retail and localized service providers h I n I g Lifestyle Entrepreneurs Contribute to � yaa Regional Economy by: • Provides essential services • Drives management and operational efficiencies within existing Industries • Creates new jobs and path for contribution through self-employment • Increases individual incomes and grow community wealth • Attracts revenue from outside • Creates vibrant neighbourhoods 10 • Growth Entrepreneurs • Start with a goal of expansion • Take ex sting ideas or develop entirely new ones(If "/+Ip • Three Types of Growth Entrepreneurs j Start-ups • Second-stage (not yet mature) I • Gazelles or high-impact (profit and employees double over four years) • Chamber of Commerce • Local Government • Education • Service Providers ,,,. • State of Alaska �. v 51 • Growth Entrepreneurs Contri bute to Regional Economy by: • Increasing productivity level • Rapid and significant job and profit generation • Offer unique products that capitalize on met needs • Remain nimble to quickly respond to changes In global markets • Attract Investment capital from outside • Grow Into new facilities 2014 -06 -21 • Mentorship Programs d • Lemonade Day (Youth) • Training Programs i itup yrc WWY 11 VVWW • Boot Camps " "Wedendd , • Connection and Networking Programsr- a • Incubation W a • Business Plan Competitions 11 2014 -06 -21 • Highly rigorous and completely objective process • The most qualified location ,r 0 is always the one chosen 12 52 • Planned Visits to • Marketing Collateral Corporate Executives • Website • Community or Regional Partnerships • Hosting Special Events • Trade Shows • Association Memberships • Press Releases and related media /promotions • Networking Events • Direct Advertising • Videos Small Communities: • Website • Social Media • Press Releases /Earned Media • Newsletter • Local Supply Chain Linkages • Build Relationships • Realtors, Bankers • State, Regional ED 53 2014 -06 -21 13 • Land Use Planning • Economic Development • Do you have a specific point of contact? ,, „y • Do you have a response protocol in place? • Do you have a Monitoring Program in place? • Are clients seen as a priority? Have you completed a test site visit? 54 2014 -06 -21 Website: Do you have a stand alone website? �i, �- �, • Community Profile: • Is it comprehensive and not only data? • Site Selection Standards: • Do you have the information at hand and is it clear? Land Inventory • Communities that know themselves Of> • Communities that involve real estate community and workforce agencies ��' • Stakeholder involvement • Professional — be honest • Established BR +E /AfterCare Program • Communities that think "REGIONAL” 14 Hard Attraction Factors: • Economic stability • Productivity • Costs • Local support services and networks • Communication infrastructure • Strategic location Attractions that people consider: • Natural beauty and features ,A 1 „✓ • History • Services and shopping amenities • Cultural attractions Recreation and entertainment Sports Festivals and events 55 Soft Attraction Factors • Quality of life • Professional and workforce opportunities • Culture • Personal relationships • Entrepreneurship 2014 -06 -21 qW Strategies: • Tourism and business visitors • Business attraction • Business retention and expansion • Promoting small business and fostering new start -ups • Expanding investments 15 • Encourage entrepreneurship i • Explore regional employment opportunities • Explore community to work return home opportunities vc •Develop programs for retraining AMR,,, i 56 2014 -06 -21 • Engage existing businesses to determine gaps • Engage impacted workers r to determine skills, opportunities and plans • Engage residents 16 • Facebook • YouTube • Twitter • Travel Sites • Earned Media • GPS Mapping Sites 001, i ((���� � tmlo�u "` �ff l% Traditional Tourism Approach I�I�III��III �IIIII Illlllllllfllll Illlllf Il�h�\���1�1�\�\�1�� III. Strategic Tourism Approach YIIIIIII�III ( �(01d�II�J��1DUlDIl111JI111�11� Immsme Counter Arguments • Tourism is a catalyst for many forms of economic development • Traditional job studies do not reflect actual benefit • Compliments general economic development goal of creating higher paying jobs 57 • Outdoor Recreation • Sightseeing • Entertainment /Sports • Community Events and Festivals • Business Conventions • Friends and Relatives • Hunting and Fishing • Historic and Cultural • Personal Business • Shopping • Passing Through • Agri- Tourism • Culinary • Eco- Tourism • Bricks and Mortar • Community Facilities (new and existing) • Accommodations, Tourism Services • Parks and Recreation • The Sell • Packaging • Itineraries • Niches • Strategic Group (fishing, whale watching) • Expands Resident's Amenity Base • Access to quality beaches • Cultural /heritage options • Retail and dining • Entertainment • Recreation Accelerates All Forms of Economic Development • Introduces decision makers • Create quality of life amenities • Aids in attracting employees • Aids in attracting employers 2014 -06 -21 17 • Narrow Your Focus • Can't be all things to all people • Find your niche and promote it • Keys To Success • Diversions • Amenities Ambience • Public Facilities 2014 -06 -21 Have Complementary Activities • Shopping and dining • Make downtown an active place ' • Entertainment L "211 a • Local historic sites tL' • Recreational activities • Things we can do closer to home but will do when we visitq�,,,,.�,,_ • Know What You Want to Accomplish: • Tourist Attraction • Tourism Development Attraction • Tourism Strategy 1. Your local economic strengths and weaknesses.) uIIIVt� IVIJ� 2. Yourcommunity's place in the broader regional economy. 3. Your community's economic % development vision and goals. ii 4. Your community's strategy to attain its goals. 5. Connections between economic development and other local policies. i lO.Your economic development staff. 59 2014 -06 -21 19 6. Your regulatory environment. / /�fl W�'M" uIIIVt� IVI Pr 7.Your local economic development stakeholders and partners. 8.The needs of your local business community. �o 9.Your community's economic developme message. lO.Your economic development staff. 59 2014 -06 -21 19