2015-02-12 Work Session Kodiak Island Borough
Assembly Work Session
Thursday, February 12, 2015, 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.
Page
1. CITIZENS' COMMENTS (Limited to Three Minutes per Speaker)
2. AGENDA ITEMS
3 - 10 a. Kodiak Island Borough Strategic Plan
1KIB Strat Plan 2015 Oriq Draft.pdf
2KIB Strat Plan Marked Up Clerk.pdf
3KIB Strat Plan DRAFT#3 AustermanRohrer.pdf
4KIB Strat Plan DRAFT#4 LeDouxRohrerSkinner.pdf
11 b. Formation of Committees - Lands Committee and Housing Task
Force
Standing vs. Special Committees.pdf
12 - 15 c. Review of the Nonprofit Funding Outline and Process
Non Profit Funding Policy Outline.pdf
2015-15 Non Profit Funding Recommendation.pdf
16 d. Discussion Items for the Lobbying Trip to Juneau
Lobbying Trip to Juneau.pdf
3. PACKET REVIEW
a. NEW BUSINESS
RESOLUTIONS
Resolution No. FY2015-17 Supporting a Law in Alaska to Make
All Workplaces 100% Smoke Free to Protect the Health and
Safety of All Workers and Visitors From the Dangers of
Secondhand Smoke.
Resolution No. FY2015-18 Adopting an Alternative Allocation
Method for the FY15 Shared Fisheries Business Tax Program
and Certifying that this Allocation Method Fairly Represents the
Distribution of Significant Effects of Fisheries Business Activity in
FMA 13: Kodiak Island.
Page 1 of 16
Resolution No. FY2015-19 Adopting A Federal Capital
Improvement Program and Identifying Federal Program Priorities
for Federal Fiscal Year 2016.
OTHER ITEMS
*Confirmation of the Mayoral Appointment to the Parks and
Recreation Committee (Marnie Leist).
EXECUTIVE SESSION
Attorney Client Privilege Communications to Discuss Litigation,
and Trial Strategy and Tactics: Wren's Appeal from Board of
Adjustment, Markham's Appeals from Board of Equalization, Red
Hook Settlement, and Stephens vs. Brooking/Selby Litigation.
4. MANAGER'S COMMENTS
5. CLERK'S COMMENTS
6. MAYOR'S COMMENTS
7. ASSEMBLY MEMBERS COMMENTS
Page 2 of 16
AGENDA ITEM #2.a.
Dennis McMillian's Original Draft
Kodiak Borough Strategic Plan
2015-2020
Purpose: Government exists to improve the quality of life.
Envisioned Future 2030
With reasonable growth, Kodiak has trusted government with acceptable powers that promote a
vibrant, diverse and sustainable economy centered on Kodiak's unique qualities including, but not
limited to the oceanic and or fisheries industry and research; in addition we envision a community
where there is adequate support for an education system that develops "globally competent kids".
Those efforts will ensure a reasonable cost of living and great (Bohemian) quality of life where
diverse cultures and viewpoints, including that of an engaged community of young adults, work
together and thrive.
Strategic Direction
• Ensure fiscal stability for the community
• Assembly better understands implications of long term financial commitments like PERS
• Work with school district to ensure the largest investment has desired results
• Control debt load
• Stabilize revenue
• Develop plan for land sale
• Partner with Native organizations to leverage capacity, especially in outlying areas
• Create plan to best use of property
• Using assets, focus on our best economic development opportunities
• Building capacity of people
• Best education and training for current citizens for opportunities in Kodiak
• Strategy to attract and retain the best and brightest to the community, based on the quality of
life
• Continue to maximize impact of natural resources
• Fisheries industry vibrant
• Tourism
• Enhance marine science research and education
• Strategy to advocate that research moves to Kodiak
• Increase university offerings (ANSEP for fisheries)
• Work to build stronger partnerships with key institutions-seek ways to leverage infrastructure such
as
• Coast Guard
• Native organizations
• City
• Other community resources
• School District
• University
• Build stronger sense of community
• Public trust of elected officials and process-increase citizen involvement
• More multi-cultural engagement in civic activities
• Increased involvement of youth through education and meaningful activities
2015 Priorities
1. Stabilize revenue
a. Land Sell using resources to maximum potential for community's vision
b. Assembly better understands long-term financial obligations
• School District
• Long-term obligations like PERS
2. Begin to build partnerships and trust
Page 3 of 16
Kodiak Island Borough Strategic Plan
AGENDA ITEM #2.a.
a. Citizen trust through Assembly becoming better informed on all issues and more
transparent in action
b. Developing more cooperative partnerships with others, especially the Native
Community and other key partners.
Page 4 of 16
Kodiak island Borough Strategic Plan
AGENDA ITEM #2.a.
KODIAK BOROUGH STRATEGIC PLAN MARKED UP
2015-2020 DRAFT#1
PURPOSEa
The Kodiak Island Borough Ggovernment exists to improve the quality of life of the community.
ENVISIONED FUTURE 2030
With reasonable growth, Kodiak has entrusted government with acceptable powers that promote a
vibrant, diverse, and sustainable economy centered on Kodiak's unique qualities including, but not
limited to, the oceanic and/-or fisheries industry and research.; lin addition, we envision a community
where there is adequate support for an education system that develops "globally competent kids".
Theese efforts will ensure a reasonable cost of living and great (Bohemian) quality of life where
diverse cultures and viewpoints, including that of an engaged community of young adults, work
together and thrive.
STRATEGIC DIRECTION
'Ensure fiscal stability for the community
•. Assembly-better uUnderstands better the implications of long—term financial commitments like
PERS
.. Work with the sSchool Ddistrict to ensure the largest investment has desired results
.. Control debt load
.. Stabilize revenue
.. Develop plan for land sale
.o Partner with Native organizations to leverage capacity;especially in outlying areas
Create plan to for best use of property
":41.81449-assets,-'.Focus on our best economic development opportunities by utilizing assets
• Building.capacity of people
.o Provide Bbest education and training for current citizens for opportunities in Kodiak
•o Strategizey to attract and retain the best and brightest to the community, based on the
quality of life
• C^^" .��^ Maximize impact of natural resources
.o Promote and maintain a healthy and vibrant Ffisheries industry vibrant
.o Develop partnerships in promoting Ttourism
• Enhance seafood and marine science research and education
.o Strategy to-and advocate that fishery research, training, and education activities moves to
Kodiak
o Increase uUniversity offerings (Alaska Native Science & Engineering Program for fisheries)
.> Werk-to--bBuild stronger partnerships with the Coast Guard, Cities/Villages in Kodiak,
Native Organizations, School District, University of Alaska, and other Community resources
Eby seeking ways to leverage infrastructure such
•Nati zatons
Kodiak Island Borough Strategic Plan Page 1 of 2
Page 5of16
Kodiak Island Borough Strategic Plan
AGENDA ITEM #2.a.
.-City
.-School District
.-l�niversity
>Build a stronger sense of community
• Promote a culture of Ppublic trust of elected officials and process increase the citizen
involvement process
• Encourage Mmore multi-cultural engagement in civic activities
• Increased involvement of youth through education and meaningful activities
2015 PRIORITIES
4 :-Stabilize revenue
a• Develop Mand Se4I sales by using resources to maximum potential for community's vision
t}• Determine and understand • - . - - .•.- - -•= long-term financial obligations
so School District
so Long-term obligations like PERS
2,1--Begin to build partnerships and trust
a• Uphold Gcitizens trust through the Assembly becoming better informed on all issues and
more transparent in action
• Developing more cooperative partnerships with other entities; especially the Native
Community and other key partners-
Kodiak Island Borough Strategic Plan Page 2 of 2
Page 6 of 16
Kodiak Island Borough Strategic Plan
AGENDA ITEM #2.a.
KODIAK BOROUGH STRATEGIC PLAN DRAFT#3
2015-2020 Assembly Members
Rohrer/Austerman
PURPOSE
The Kodiak Island Borough government exists to improve the quality of life in our community.
ENVISIONED FUTURE 2030
Kodiak has entrusted government with powers that promote a vibrant, diverse, and growing
economy centered on Kodiak's unique qualities such as our fishing industry and our education
system. This includes a focus on a reasonable cost of living and a great quality of life where diverse
cultures and viewpoints come together. This includes an engaged community of young adults who
are working together and thriving.
STRATEGIC DIRECTION
>Ensure fiscal stability for the community
• Better understand the financial workings of the Borough
• Better understand the implications of long-term financial commitments such as PERS and
bonded indebtedness.
• Work with the School District to ensure our largest investment has the desired results
• Make responsible and educated financial decisions in regards to revenue development and
debt commitments.
• Develop a plan for land sale
o Partner with large landowners to leverage capacity especially in outlying areas
o Create plan for best use of property (Doesn't the comp plan already accomplish this?
>Focus on our best economic development opportunities by utilizing all assets
• Build capacity of people
o Provide best education and training for citizens for opportunities in Kodiak Unsure what was
meant here?
• Strategize to attract and retain the best and brightest to our community
• Utilize our natural resources in a sustainable manner
o Promote a healthy and vibrant fisheries industry
o Develop partnerships in promoting tourism Unsure what was meant here?
• Enhance seafood and marine science research and education
o Advocate that fishery research, training, and education activities reside in Kodiak
o Increased advocacy for local University access (such as a Alaska Native Science&
Engineering Program (ANSEP)for fisheries)
Kodiak Island Borough Strategic Plan Page 1 of 2
Page 7 of 16
Kodiak Island Borough Strategic Plan
AGENDA ITEM #2.a.
>Build stronger partnerships with key organizations such as the United States Coast Guard,
City of Kodiak, Rural Communities on Kodiak, Native Organizations, the School District,the
University of Alaska, and other Community resources by seeking ways to leverage
infrastructure
• Do we need action points under this bullet?
:Build a stronger sense of community
• Promote a culture of public trust of elected officials
• Increase citizen participation on local boards and committees
• Encourage more multi-cultural engagement in civic activities
o Increase involvement of all citizens (youth to seniors) through education and
meaningful activities Unsure what was meant here?
2015 PRIORITIES
> Stabilize revenue Unsure that Stabilize is the word we were looking for?
• Develop land sale plan to maximum potential for community's quality of life
• Understand long-term financial obligations such as the School District, PERS, and Bonded
Indebtedness
> Begin to build trust and partnerships
• Build citizens trust through the Assembly becoming better informed on all issues
• Improve public communication on the road system and in our rural communities
• Develop cooperative partnerships with other entities especially our rural communities and
other key partners
Kodiak Island Borough Strategic Plan Page 2 of 2
Page 8 of 16
Kodiak Island Borough Strategic Plan
AGENDA ITEM #2.a.
KODIAK BOROUGH STRATEGIC PLAN DRAFT#4
2015-2020 Assembly Members
Rohrer/LeDoux/Skinner
PURPOSE
The Kodiak Island Borough government exists to improve the quality of life in our community.
ENVISIONED FUTURE 2030
Kodiak has entrusted government with powers that promote a vibrant, diverse, and growing
economy centered on Kodiak's unique qualities. This includes a focus on a reasonable cost of living
and a great quality of life where diverse cultures and viewpoints come together. This includes an
engaged community of citizens who are working, living, and thriving together.
STRATEGIC DIRECTION
1. Ensure fiscal stability for borough government and the community
a) Balance revenue and expenditures to ensure the health of our community
b) Facilitate public understanding of borough finances and operations
c) Communicate short and long term obligations with the public
d) Promote public understanding of the Facilities fund
e) Develop a Borough/KIBSD multi-year fiscal plan
f) Maintain quality employees and develop a succession plan for key personnel
2. Foster responsible economic development throughout the borough
a) Build a framework that encourages business development
b) Seek to diversify our economy
c) Promote and advocate for a healthy and vibrant fisheries industry
d) Enhance Kodiak based seafood and marine science research and education opportunities
3. Build a strong sense of community
a) Promote a culture of public trust of elected officials, appointed officials, and staff
b) Increase involvement of all citizens in governance
c) Encourage multi-cultural engagement in civic activities
d) Increase communication and cooperation with our island communities
e) Capitalize on community partnerships
4. Encourage land use for the maximum benefit of the community
a) Develop land sale plan to maximum potential for community's quality of life
b) Develop plans for utilization of borough land that achieves multiple land and housing
options
c) Collaborate with other land owners for land development
d) Review building and zoning codes to ensure they serve the best interest of the community
Kodiak Island Borough Strategic Plan Page 1 of 2
Page 9 of 16
Kodiak Island Borough Strategic Plan
AGENDA ITEM #2.a.
DRAFT 2015 PRIORITIES
(For Assembly Review at the 02/12 Work Session)
Kodiak Island Borough Strategic Plan Page 2 of 2
Page 10 of 16
Kodiak Island Borough Strategic Plan
AGENDA ITEM #2.b.
KODIAK ISLAND BOROUGH CODE
2.100.020 Powers and duties.
A. The assembly, by ordinance, may provide for advisory, regulatory, appellate or quasi-judicial
boards or commissions. The ordinance shall prescribe the duties and qualifications of members.
B. The assembly, by ordinance, may create or designate itself to be a board of review,
adjustment or equalization. The ordinance shall prescribe the rules of procedure.
TWO TYPES OF ORDINARY COMMITTEES
STANDING COMMITTEES
• Established in the by-laws (code)
• Have a continuing existence
• Remain in existence permanently or for the life of the assembly that establishes them
• Description of each standing committee should include:
o Name of the Committee
o How its members are selected
o Its role and function in the organization
SPECIAL COMMITTEES
• Per Robert's Rules, special committees are formed by motion and vote in order to
delegate a task or carry out some function not covered by existing standing committees
• Go out of existence as soon as they have completed a specific task
Page 11 of 16
Formation of Committees - Lands Committee and Housing Task F...
AGENDA ITEM #2.c.
NON-PROFIT FUNDING OUTLINE
2-9-2015
• Base non-profit funding on .035% of the Borough's certified tax roll.
• Bed tax revenue is separate and is restricted to fund tourism related
organizations only.
• Combine all 501(c)3 & 4 organizations into one group in the budget.
• Maintain a nonprofit funding committee to review applications ahead of Assembly
budget meetings.
• Review applications based only on current information, not on prior granted
amounts.
• Require organizations to fall under the powers and duties of the Borough.
• Include nonprofit applications for"Goods and Services Contribution" in this
process. Including those who are receiving waiver of fees for dumpsters.
• Require either audited financial records or P&L and detailed balance sheet.
• Fund only specific projects or items. Require work plan or justification and a way
of measuring the results due to funding by the Borough.
• Require project budget as part of application.
• Don't allocate the entire non-profit funding amount, but create a contingency fund
that can be allocated as needed during fiscal year.
• If an organization would like to apply later in the year for any unused funds, they
would submit the same application and the subcommittee would review and
make recommendation to the Assembly for approval.
• Application review process will include a rating structure to rank applicants in
case of a funding shortfall.
Rev. 11/14/2014
Page 12 of 16
Review of the Nonprofit Funding Outline and Process
AGENDA ITEM #2.c.
Discussion at the October 30, 2014 Work Session—01:07 time
• Bring this issue back to the whole Assembly.
• See Humane Society, Threshold Services are treated the same as the other
organizations forgiven the same as the organizations
• Update the procedure/process on how to handle in-kind applications?
• How are we going to treat the organizations that have not filled out applications in
the past. Baptist Mission, St. Mary's, Salvation Army?
• This is a policy decision, no agreement on how they are going to be processed.
• Pull them in the process on the nonprofit funding.
Bed Tax
• Pulled everything back to one group
• If there is a tourism related project, it can be funded no matter whom the
organization is, but that appropriation will come from the bed tax and not from the
.035%of the Borough's certified roll (Karl suggests that these funds be kept
separate because of the restricted nature of the bed tax.
• Should the bed tax (used to fund tourism projects) as well as the rest of the non-
profit funding NOT exceed the .035%
Discussion at the November 13, 2014 Work Session
• Discussion is to have a subcommittee because of the amount of work involved.
• Public process would still be intact. The Assembly will still have the opportunity to
discuss in detail the subcommittee's recommendation.
• The 3% (now 0.35% of Certified Tax Roll) comes from yearly historical average
of non-profit funding. That is before we removed school district funding from the
general fund.
• Discussion of cap—should there be a cap?
Rev. 11/14/2014
Page 13 of 16
Review of the Nonprofit Funding Outline and Process
AGENDA ITEM #2.c.
To: MB Assembly
From: Non-Profit Funding Committee
Carol,Chris, Dave
2014-15 Non-Profit Funding recommendation
The Non-Profit Funding Committee met several times to review the applications for 2014-15 Borough
funding. The direction of the committee is to review the applications and make a recommendation to the
full Assembly forapproval'ofikiiidiiiglup'toP*035%Tphthet2014MY2015)Gertifieditax(rolli;,
Per Bill Roberts,the 2014 certified tax role is estimated to be$1,170,000,000. At 35%non-profit
support will be$409,500.
The total amount of 2013-14 funding was$398,000. This funding recommendation leaves no
contingency funds for the rest of the fiscal year.
The applications for this year totaled$476,591. Thus our initial goal was to cut over$100,000 from the
requests to meet the funding amount. The first stage of elimination consisted of applications that were
received after the deadline or were incomplete. The applications fully eliminated were as follows:
Humane Society of Kodiak $ 6,000 Did not provide 2013-14 grant report(did provide 2012-13)
Kodiak Special Olympic, 7,500 Late application
American Red Cross 7,101 Did not provide planning document
Kodiak Head Start 9,000 Did not provide financials
Salvation Army of Kodiak 10,000 Did not provide financials
Threshold Services 10,300 Did not provide planning document
Girl Scouts 1,000 Late application
Kodiak Maritime Museum 10,391 Did not provide financials
$ 61,292
Humane Society of Kodiak $6,000 Did not provide 2013-14 grant report(did provide 2012-13)
Kodiak Special Olympics $7,500 Late application
American Red Cross $7,101 Did not provide planning document
Kodiak Head Start $9.000 Did not provide financials
Salvation Army of Kodiak $10,000 Did not provide financials
Threshold Services $10,300 Did not provide planning document
Girl Scouts $1,000 Late application
Kodiak Maritime Museum $10,391 Did not provide financials
After review of the applications,we also recommend making the following changes to requested
amounts:
Alutiiq Heritage Foundation
Requested Amount-$24,398
Recommended Amount- $19,041
The Alutilq Museum requested funding to develop podcasts of the Alutiiq Word of the Week and to draft
a new marketing plan for the museum. We recommend cutting the amount that would pay for the
Page 14 of 16
Review of the Nonprofit Funding Outline and Process
AGENDA ITEM #2.c.
marketing plan since that portion of the request does not fall under Borough powers.
Kodiak Area Native Association
Requested Amount-$12,000
Recommended Amount-$6,000
KANA is requesting funding from the Borough to supplement the State funded WIC program. Since this
is a State program,and KANA has a budget that is significantly larger than the other non-profits applying
for funding, our recommendation is to cut the request by 50%.
KMXT
Requested Amount-$15,000
Recommended Amount-$10,000
KMXT is requesting funding for general operating costs,with an increase over prior years costs due to the
addition of a new station. The Assembly has voiced its desire to move away from funding general
operating toward funding specific needs of the non-profit organizations. Due to that direction,we
recommend not increasing funding for general operating expenses. In addition,the Alutiiq Museum's
request included funding of just over$3,000 to be paid to Knin for airing the Alutiiq Word of the Week,
which has not been paid in the past.
At this point,the funding requests total just under$400,000. The recommendation of the Non-Profit
Funding Committee is for the Assembly to approve a total of$400,000 in the budget for non-profits to
be allocated as In the attached spreadsheet. This will equal approximately_%,as calculated by Karl.
In addition,the committee would recommend a second application period be opened for non-profits who
are asking for only in-kind donations as those have no implications to the budget.
Thank you for your consideration.
Page 15 of 16
Review of the Nonprofit Funding Outline and Process
AGENDA ITEM #2.d.
Bud Cassidy
From: Mark Hickey<mshickey@gci.net>
Sent: Tuesday,February 10,2015 1:08 PM
To: Bud Cassidy
Subject: February Juneau Trip
Bud,
Per our phone call,here's my list of proposed or possible meetings for the February trip. I'll note topics to cover as
appropriate. ??Indicates this depends on whether you decide to get into the topic yet.
Proposed Meetings
Senator Gary Stevens—1 PM,2/25 (re-approp of Otmeloi Way??,landfill request,other critical community capital
needs,revenue sharing,education funding,PERS/TRS and school debt reimbursement)
Rep.Louise Stutes—2 PM,2/25(Same topics as Gary)
Rep.Mark Neuman(Fish Issues,landfill request,re-approp??)
Rep.Tammie Wilson(Fish Issues,landfill request)
ADG&G Commissioner Sam Cotten(Fish Issues)
ADOT/PF Commissioner Marc Luiken,AMHS Manager John Falvey&Southcoast Acting Regional Director Chuck Correa—
Tusty replacement,Otmeloi Way re-approp??,Kodiak road issues—Anton Larsen Bay extension as a federal project??
Pat Pitney,OMB Director(re-approp??,landfill request,revenue sharing,other critical community capital needs)
Other Possible Meetings
House Finance Co-Chair Steve Thompson(re-approp??,landfill request)
Senate Finance Co-Chair Anna MacKinnon(re-approp??,landfill request)
Acting DCCED Commissioner Fred Parady(revenue sharing,capital requests)
Senate C&RA Chair Click Bishop(revenue sharing)
House C&RA Chair Cathy Tilton(revenue sharing)
Thanks,
Mark
Page 16 of 16
Discussion Items for the Lobbying Trip to Juneau
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