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2015-01-17 Strategic Planning Session Kodiak Island Borough Assembly Work Session Saturday, January 17, 2015, 8:00 a.m., Borough Assembly Chambers 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 2 - 65 a. Strategic Planning Session Facilitated by Mr. Dennis McMillian of ea The Foraker Group Resolution No. FY2014-29 KIB Strategic Plan for Years 2014- 2018.pdf Items to Consider for Discussion.pdf Fiscal Policy Committee - Harrington.pdf 1 Strat Plan Overview.pdf 2 Kodiak Population.pdf 3 CEDS Plan.pdf 4 Value Added Processinq.pdf 5 KIB Economy.pdf 6 Non Profit Funding Policy Outline.pdf 7 Kodiak Fisheries Work Group Purpose Resolution.pdf 8 Solid Waste Management Plan - Recommendations and Conclusions - 16 January 2015.pdf 3. MANAGER'S COMMENTS 4. CLERK'S COMMENTS 5. MAYOR'S COMMENTS 6. ASSEMBLY MEMBERS COMMENTS Page 1 of 65 AGENDA ITEM #2.a. Cl 1 Introduced by: Borough Assembly 2 Requested by: Borough Assembly 3 Drafted by: Borough Assembly Introduced on: 03/20/2014 4 Adopted on: 03/20/2014 J 5 6 KODIAK ISLAND BOROUGH 7 RESOLUTION NO. FY2014-29 8 9 A RESOLUTION OF THE KODIAK ISLAND BOROUGH ASSEMBLY 10 ADOPTING THE KODIAK ISLAND BOROUGH STRATEGIC PLAN 11 FOR THE YEARS 2014-2018 12 13 WHEREAS, the Kodiak Island Borough Assembly held a series of strategic planning 14 sessions from January to March 2014; and 15 16 WHEREAS, these sessions culminated in the preparation of the attached Kodiak Island 17 Borough Strategic Plan for the years 2014-2018; and 18 19 WHEREAS, the Kodiak Island Borough Assembly desires a formal adoption of the 20 Kodiak Island Borough Strategic Plan. 21 22 NOW, THEREFORE BE IT RESOLVED BY THE KODIAK ISLAND BOROUGH 23 ASSEMBLY THAT that the Kodiak Island Borough Strategic Plan for the years 2014-2018 24 is hereby adopted. 25 26 ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH 27 THIS TWENTIETH DAY OF MARCH, 2014 28 29 KODIAK IS c :•RO s 30 31 / /_ 32 tin 33 ATTEST: trol Fri- d, Borough Mayor 34 rAy...4 35 36 37 Nova M. Javier, MMC, B- ough Clerk 38 0 Kodiak Island Borough,Alaska Resolution No. FY2014-29 Page 1 of 3 Page 2 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. 1 C: 39 ¢1 a_ • . , 41 444t, t 42 • l J 43 • 44 STRATEGIC PLAN CJ 45 FOR 2014-2018 • 46 47 The legislative power of the Borough is vested in the Assembly. The Assembly formally 48 establishes policy for the Borough by the Assembly/Manager form of government. Under 49 the direction and leadership of the manager,the departments of the Kodiak Island Borough 50 shall administer high quality and cost-effective services to the citizens of Kodiak. This 51 includes managing the financial, human, natural, and capital resources of the Borough in 52 the most efficient and accountable way. Health, education, and safety of the citizens shall 53 remain a high priority for the Borough. The Assembly and staff shall build and maintain 54 credibility, trust, and accountability to the public. 55 1. Restructure the budget development process. 56 Develop a budget process to facilitate a smoother budget. Incorporate necessary 57 communications and timelines between the legislature, cities/villages, school district, ..� 58 non-profit agencies, etc. 59 60 2. Begin implementation of island wide transportation plan. 61 Seek and pursue full funding of a replacement ferry in cooperation with federal, state. 62 local cities, tribal organizations, villages, native groups, etc. for the economic well-being 63 of Kodiak communities and western Alaska. 64 65 3. Address the PERSITERS unfunded liability. 66 Review and develop a funding plan for the Kodiak Island Borough portion of the 67 PERSITERS unfunded liability. 68 69 4. Define and enhance economic development in cooperation with the City of 70 Kodiak. C) 71 Establish and improve Kodiak's economic development plan to attract new business v 72 growth and encourage business expansion island-wide. 73 74 5. Develop and implement a Military Facility Zone. 75 Support the designation of a Military Facility Zone that will provide low interest loans to 76 developers to expand support services important for the expansion of the various 77 missions of the USCG in Kodiak. 78 Kodiak Island Borough, Alaska Resolution No. FY2014-29 Cj Page 2 of 3 Page 3 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. 79 80 6. Diversify energy resources for island residents. I j 81 Address the results of the Kodiak Area Energy Audit conducted by the Alaska Energy LJ 82 Authority. 83 84 7. Establish a resource management program. 85 Develop a resource management program that identifies lands and resources to be 86 disposed of, acquired, and retained in a manner that will not unduly affect the existing 0 87 market and that benefits present and future residents. lJ 88 89 8. Develop a solid waste management plan. 90 Develop a solid waste management plan that identifies the most efficient method of 91 collecting, disposing, and diverting municipal waste and also considers convenience, 92 effectiveness, and cost. 93 94 9. Increase citizens' participation. 95 Utilize the technologies that increase resident involvement in the government by 96 connecting citizens and decision makers to make informed judgments. 97 98 10. Improve efficiencies of services and governments. 99 Pursue methods of combining similar duties and responsibilities into larger 100 management schemes i.e. service areas, fire districts, governments, etc. to most 101 efficiently serve the public. I`JI 102 103 11. Expand existing public utilities. 104 Expand existing public utilities in the Monashka Bay area. O U Kodiak Island Borough, Alaska Resolution No. FY2014-29 Page 3 of 3 Page 4 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. DRAFT LIST OF POTENTIAL ITEMS TO BE DISCUSSED AS PART OF STRATEGIC PLANNING 1. BUDGET • Maintain Positive Bond Rating • Maintain a Healthy Fund Balance • Keep Taxes at a Level That Provides Key Services 2. REVENUE SOURCES • Land Sale • Increase User Fees • Property Tax Increase 3. BOROUGH FIXED ASSETS • Maintain Value of KIB's Multi Million Dollar Fixed Assets - Perform Building Maintenance and R&R Projects 4. ECONOMIC DEVELOPMENT • Business Retention and Expansion Training • Value Added Products • Diversification Of Economy • Tustumena Replacement Vessel (Transportation) 5. SOCIAL ISSUES • Affordable Housing • Non Profit Funding • Community Health Summit • Affordable Health Care(CHC) 6. FUTURE PLANNING • Solid Waste Management Plan • Residential Housing Land Management Plan • KIB Building Transition Plan(Condition Survey) • Consolidation/Merger/Annexation Into One Government • Succession Planning -Difficulty of Finding Recruits for Government Jobs -Implement an Internal Training Program to Educate Current Employees Page 5 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. 7. BIG ISSUES COMING UP. • 2015 - State Budget - Borough Budget - School Funding • 2016 - Borough Attorney's Contract(June 26, 2016) - Juneau Lobbyist Contract(December 31,2016) - Union Contract (December 31,2016) - Fisheries Consultant(February 2, 2016) • 2017 - Hospital Contract(April 20,2017) - Waste Collection Contract(June 1,2017) • 2018 - KFRC Lease to NOAA(GSA) Page 6 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. Bud Cassidy From: Erin Harrington <erinfish@gmail.com> Sent: Monday,January 12,2015 9:13 AM To: Bud Cassidy Subject: Re:Strategic Plan Meeting-Saturday Bud— Here's the executive summary of our group's work. 1 think it's the most concise way to get to the meat of our process. Erin Executive Summary The Fiscal Policy Committee recognizes the fiscal challenges facing the Walker-Mallon Administration. Low nil prices,declining oil production,and dependence on oil revenues combine to create a significant deficit in the current fiscal year. The committee's work followed the plenary presentations on Alaska's fiscal situation from Brad Keithley,Jonathan King,Amanda Ryder, and Gregg Erickson.Those presentations are available to the public as part of the Walker Transition Team record,and provide a solid basis for understanding Alaska's fiscal condition. It is clear that current spending levels are unsustainable,hut that loo-rapid spending reductions will have a deleterious impact on the state's economy,and on state services. The Fiscal Policy Committee's issues and recommendations include short-term actions that can he taken in the first six months of the new administration,together with longer-term measures that will address the imbalance between Alaska's revenues and expenditures. In the very near-term,the committee recommends suspension and a cost/benefit review of mega-projects,with the goal of recapturing some existing appropriations and avoiding additional capital appropriations, At We same time,the committee recommends a modest($50 million) reduction to the current fiscal year(FY 15)budget,together with a significant($500 million)reduction to the coming year(FY 16)budget. The administration should work with the legislature to identify expenditure targets for the next four years,with the goal of achieving a balanced revenue and expense budget by FY20. This will require development of new budget strategies that include criteria for capital spending,consideration of all state assets in making budget decisions,and review of all formula program spending. The committee does not make any immediate recommendation on changes to oil and gas taxation,but does recommend the current tax regime be examined to ensure it is working as anticipated. The committee recommends the administration and legislature work to better communicate Alaska's fiscal situation to the general public,and to begin analyses of alternative revenue sources. We recognize that the challenges Alaska's fiscal structure are long-standing and cannot be addressed overnight. Alaska's fiscal policy solutions will require sustained cooperative effort between the administration,the legislature,and the public. On Mon,Jan 12,2015 at 8:55 AM,Bud Cassidy<bcassidy@kodiakak.us>wrote: Great. Thanks Page 7 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. STRATEGIC PLANNING November2013 INTRODUCTION • Roadmap of a place you want to be in the future 1. Maintain what we value 2. Manage new change • A plan that tells you how to get there • You could end up elsewhere • So getting there is more possible with a solid Plan. • A Plan requires clear goals and objectives,strategies • Committed leadership • About the communities future—involve the community WHY PLAN • Framework for decisions • Allocating Resources • Setting Priorities • Solving Problems • Strengthening Community • Timeframe 3-5 years CELLS • Business • Energy • Culture and Recreation • Healthcare • Education • Land use • Social Services • USGC GOALS • Capitalize on the intrinsic qualities of our area and people • Create a plan for our grandchildren • Wealthier,Healthier,Safer,Smarter • Greener. Page 8 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. • Engage Community • Maintain Economic Health • Role in managing our resources. • Diversify the Economy - Economic Heart is Fishing - Fishing Support - Government - Tourism • Education • Taxation • Planning and Zoning Revenues • Property Tax Fish Processing • Severance Tax 1. Fish 2. Timber • Government Programs 1. Pilt 2. Grants Expenditures • Schools Community Strengths • Small Town Environment • Abundant Natural Resources • Diverse population • Presence of the Coast Guard • Established Infrastructure 1. Schools 2. Health Care 3. Fish Processing • Financial Assets 1. Fish Economy 2. Government Economy Page 9 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. Community Weaknesses • High Cost of Living • Lack of competition and business diversity • Small market size • Lack of amenities to attract folks Opportunities • Fiber Optic • Hospital • College • Access to world class recreation • Land Availability • Emerging business opportunities in fisheries,tourism,recreation Challenges • Transportation Costs • Energy Costs • Weather • Cost of land development with public utilities Strategic Planning • Measureable • Affordable • Implementable • Sustainable Objectives • Plan for development and spending based on a priority basis and considering a long range revenue forecast(5 year long range revenue forecast) • Increase affordable energy,healthcare,housing and goods and services • Engaged public 1. Volunteerism increased 2. Per capita giving increased • Communication with the villages Page 10 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. 1. Has the variety and quality of communication increased. 2. Has the number of retirees increased • Businesses 1. Has the total number of jobs filled by local applicants increased 2. Has the number of businesses increased 3. Has local payroll increased A. Has passenger/cargo in or out of the community increased IMPLEMENTATION 1. Non Profit appropriations must meet G&O's 2. Page 11 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. Veldbten 01 Anka by En30750 Plpbq 130410 1 and Celina 91114,21110.2013' 11444*lwwu He uynWn t.wq.Mean Conn ton= 1Iran. 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AGENDA ITEM #2.a. Page 13 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. 9s � ro 1 'Ly•A r. 6*t. y4x # •tic b�. h.r.'v�...... ' 3• mak, ffi Kodiak Ru}ral ReSi�onal Cor } p p00 ensive � `Eeonopill i eveiop � } e. n}t Sur }tegy .<€ , , �, z, tom- < x.4' . ..r a. " 4 }te ', A � °F "# X'.ik..y°y�tl�� i , , /C j ' s "" . ti saa. ..r� � -T.,-6,47-4:. : ry + ' }c Y} � ' "Y � as } ,-1:44:'...);<--- . . [. gw` . K»�. .y� d. Y53x..?`''lt a.m...Z;nh. ns� 7+ I I Ftepared( ' II i"`Kodiak Area.Native;A�ocaation' it 41 4s Page 14 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. 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APPENDICES APPENDIX A: ENERGY APPENDIX B: GEOGRAPHIC DATA APPENDIX C: WORKFORCE DEVELOPMENT APPENDIX D: INFRASTRUCTURE APPENDIX E OTHER ECONOMIC INDICATORS SWAMC Comprehensive Economic Development Strategy 20142019 80 Page 20 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. cr reflecting Native heritage. This consultation is required by the Native American Graves Protection and Repatriation Act(NAGPRA)-a federal law-whenever human remains are present, regardless of land ownership. As many of Kodiak's prehistoric sites contain human remains, such consultation Is bath respectful and appropriate at the outset of any development project involving ground-disturbing activities. Establishing an agreement for the proper course of action should human remains be discovered saves time and money in the long run, and creates an atmosphere of mutual respect. The Alutiiq Museum and Archaeological Repository, a non-profit cultural organization governed by representatives of Kodiak's eight Alutiiq corporations, is an appropriate place to begin consultation. The museum maintains a staff of professional archaeologists familiar with the consultation process and the laws that govern the treatment of both archaeological sites and the remains of Native people. GOALS & OBJECTIVES & IMPLEMENTATION STRATEGY Goal: Promote economic growth and diversification of the commercial fishing industry within the Kodiak Region. Objective: Increase value-added processing In Kodlak'Region. Strategy: Work with industry to increase value-added seafood processing In Kodiak. Action: Work with all interested parties to determine the industry's needs to facilitate increased value-added processing in Kodiak. Action: Determine what kinds of value-added processing are viable to Kodiak plants based on fish species delivered,shipping costs, and available equipment and infrastructure. Action: Work with quality assurance groups to ensure consistent high quality seafood products. Action: Work with industry to ensure that product quality is maintained between shipment and delivery. Strategy: Seek long term reduction in utility and transportation costs. Action: Study opportunities to reduce electrical rates through diversified power supplies, increased conservation strategies,alternative sources of power, and fuel cooperatives. Action: Work with freight providers to identify opportunities to reduce transportation costs through cooperative freight services. Objective: Maximize the economic benefit of the fisheries resources in the Kodiak Region. Kodiak Island Region Comprehensive Economic Development Strategy Page 50 Page 21 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. Strategy: Maximize utilization of the fisheries by increasing by-product and by-catch utilization, and increasing the harvest of underutilized species. Action: Advocate the research efforts of the University of Alaska Fishery Industrial Technology Center(FITC)and the National Marine Fisheries Service located in the Kodiak Fisheries Research Center, Strategy: Seek modifications to fishery management plans to ensure benefit to coastal communities. Action: Promote and engage fisheries management agencies to ensure socioeconomic impacts are addressed prior to decision making. Strategy: Address environmental concerns through scientifically sound fishing strategies. Action: Provide support for increasing the research efforts of the University of Alaska Fishery Industrial Technology Center(FITC)and the National Marine Fisheries Service located in the Kodiak Fisheries Research Center. Strategy: Increase research efforts to ensure viable fisheries in the Kodiak Area. Action: Support local agencies in their search for funding and grants. Action: Support the local Fisheries Oceanic Research Board activities. Objective: Maximize economic growth and productivity for all sectors of the fishing industry. Strategy: Evaluate opportunities and alternatives to the traditional system of marketing fish. Action: Provide support to the Kodiak'Brandingand Marketing Committee in their efforts to determine"direct marketing'oppditunitie`s.` Action: Seek funding through State and Federal resources for,seafood rmarketing projects. Strategy: Recognize subsistence,sport, charter, and commercial uses as important entities in our local fisheries. Action: Monitor local issuesthatrnay:cieate cdnfliot and work witti.he • various user groups to reach resource based solutions. Goal: Transform the Visitor Industry into a significant component of Kodiak's Regional economy. Objective: Facilitate product development In Kodiak's visitor industry in order to increase visitor satisfaction and market desirability. Kodiak Island Region Comprehensive Economic Development Strategy Page 51 Page 22 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. Strategy: Work with private enterprise and government entities to encourage the development of products to accommodate a growing visitor industry. Action: Work with Kodiak Island Convention and Visitors Bureau to develop an on-going market research program. Action: Work with Kodiak Island Convention and Visitors Bureau to provide customer service training for local businesses, Objective: Develop a comprehensive market research plan. Strategy: Develop a process to increase understanding of visitor expectations and buying habits. Action: Develop strategy to conduct market research on a tri-annual basis. Objective: Develop a comprehensive marketing plan. Strategy: To increase visitations by all visitor types. Action: Coordinate marketing efforts with on-going events such as Crab Festival, Comfish Alaska and Whalefest. Action: Utilize comprehensive market research to identify visitor buying habits and motivators. Action: Utilize market research to develop strategies for niche marketing programs. Objective: Assist in the development of Infrastructure for borough-wide visitor industry. Strategy: Work with private enterprise and government entities to encourage development of infrastructure to accommodate a growing visitor industry. Action: Develop an inventory of existing infrastructure. Action: Identify infrastructure requirements from market research. Action: Utilize market research to determine meeting and convention needs. Objective: Maintain the community planning process specific to Kodiak tourism development. Strategy: Provide assistance to the Kodiak Island Convention and Visitors Bureau in the development of a community planning process. Action: Work with interested parties to develop a stakeholder group to include, but not limited to,government agencies, residents and tourism-related businesses. Kodiak Island Region Comprehensive Economic Development Strategy Page 52 Page 23 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. Action: Assist in organization of community meetings to determine degree and type of tourism development desired. Strategy: Help in efforts to increase the profitability of the cruise industry on Kodiak's economy. Action: Work with the Kodiak Island Convention and Visitors Bureau in retention and expansion of the cruise industry and support businesses. Goal: Diversify the overall economy of Kodiak Region. Objective: Encourage business investment and foreign commerce in Kodiak by providing businesses with regulatory facilities for conducting international trade activities. Strategy: Coordinate efforts to utilize the recently activated Foreign Trade Zone(FTZ) in Kodiak. Action: Facilitate communication between the FTZ site owners/managers and potential users as necessary. Objective: Support the efforts of the Alaska Aerospace Development Corporation's(AADC) development of the Kodiak Launch Complex(KLC). Strategy: Encourage the local business community to provide goods and services to the KLC. Action: Serve as a liaison between the KLC and the local business community. Objective: Assist in the economic development of the off-road communities of Kodiak Island. Strategy: Assist in achieving economic goals and objectives for each of the outlying communities on Kodiak Island. Action: Continue working with representatives from Koniag, inc. Village Corporations, Kodiak Area Native Association(KANA),Village Tribal Councils, Kodiak Island Housing Authority, Kodiak College and local governments in planning community-based economic development. Action: Pursue expanded freight and passenger service options to outlying communities. Action: Pursue improved communications access to outlying communities via fiber optic cable and broadband satellite communications Kodiak Island Region Comprehensive Economic Development Strategy Page 53 Page 24 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. Action: Continue to work with Konlag, Inc., Kodiak College and KANA to determine training needs and provide business training for residents living in outlying communities. Action: Coordinate and Provide assistance on the village goals of the KANA Comprehensive Economic Development Strategy(CEOS), Objective: Encourage and facilitate small business development on Kodiak Island. Strategy: Function as a single-source repository of regional economic data for use by local businesses and prospective new businesses. Action; :Pa lisli an Economic Iridlcators`Report for Kodiak Island. Action: Update the Kodiak Chamber of Commerce/Kodiak Island Convention and Visitors Bureau website to be used as a source of information to attract new businesses and visitors to the area. Action: Update the Kodiak Community Profile for use in marketing Kodiak to persons and businesses interested in relocating to the area. Action: Update the Kodiak Chamber of Commerce multimedia presentation to reflect the current status of the region's business climate in order to attract new businesses to the area. Strategy: Support local government entities in their efforts to develop infrastructure. Action: Assist local government entities with their efforts to secure funding for capital improvement projects(see Appendix: Community Development Projects). Objective: Encourage retention of capital within the Kodiak economy through growth and development of Kodiak-based businesses. Strategy: Identify services and retail gaps within the Kodiak economy and publish that information to current and potential business owners. Action: Help Identify major leaks In Kodiak's economy and publicize the results Action: Assist with research on business solutions developed in other, comparable communities. Strategy: Publicize benefits and economic impacts of local business activity and local spending. Objective: Support an ongoing community-based dialog on Kodiak's economic future. Strategy: Help local government facilitate an economic visioning /planning process for Kodiak, Kodiak Island Region Comprehensive Economic Development Strategy Page 54 Page 25 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMllli... AGENDA ITEM #2.a. Action: Provide assistance in researching other communities'economic visioning/planning processes for appropriate models. Action: Provide assistance in the development and implementation of an economic visioning/planning process. Objective: Encourage and assist in the development of Improved communications systems on Kodiak Island. Strategy: Study alternative communications systems on Kodiak Island. Action: Explore provision of improved telecommunications systems to the outlying communities on Kodiak Island. Objective: Encourage and assist in the development of improved health and nursing care facilities on Kodiak Island. Strategy: Work with local healthcare organizations and Kodiak Island Borough in their efforts to expand and upgrade medical facilities. Action: Support the Long-term Care Facility project. Goal: Protection of Cultural Properties. Objective: Consider/mitigate the effects of development activity on local sites to preserve Kodiak's cultural resources. Strategy: Coordinate efforts to reduce impact to archaeological sites and the remains of Native people. Action: Facilitate communication between potential developers and the Alutiiq Museum and Archaeological Repository as necessary. Strategy: Assist local museums and organization in the preservation of the community's cultural assets. Action: Provide assistance in the development of a Kodiak Maritime/Fisheries Museum. Performance Evaluation Performance evaluation is an important component of the economic development process. Mosttsimply,It gauges the organization's effective'ne_ss in meeting tts goals. To be effective, performance evaluation sfioiild be conducted on an ongoing basis and the resultsiusedito.a`djustor redirect arganizatio`nal efforts:Tr This Comprehensive Economic Development Strategy(CEDS)identifies four primary goals that give overall direction to the economic development efforts of the Kodiak CEDS Committee. Under each goal are a number of objectives that articulate specific types of activity that support CEDS goals. Finally,the CEDS identifies a menu of strategies that may be employed to achieve each objective. The annual work plan of Kodiak Island Region Comprehensive Economic Development Strategy Page 55 Page 26 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMiili... AGENDA ITEM #2.a. the Kodiak CEDS Committee will Identify the specific activities to be undertaken and the performance measures by which their success will be evaluated. The Kodiak CEDS Committee will prepare its annual report and performance evaluation consistent with the requirements of EDA. Annual reports will include reporting and quantifying its progress towards achieving CEDS goals and will consider the following values: -3 The extent to which the Annual Work Plan is consistent with identified CEDS goals. 4 The extent to which the Annual Work Plan Is consistent with CEDS objectives. 4 The extent to which the organization is meeting the performance measures specified in the Annual Work Plan. COMMUNITY DEVELOPMENT PROJECTS By Community Estimated Community Year Priority Projects Cost Kodiak Island 2013 Kodiak Landfill Leachate Treatment Plant $6,592,000 Borough 2013 Monashka Bay Water and Sewer Project—Phase 1 $500,000 2013 KI-ISNoc-Ed Renovation $8,500,000 2013 Service Area Road and Paving Improvements $5,000,000 2013 East Elementary Traffic Flow Improvements $1,000,000 2013 Peterson Elementary School Parking Rehabilitation, 81,000,000 Drainage and Paving 2013 Mill Bay Beach and Island Lake Trail Access Upgrade $400,000 and Trail Improvements 2013 Parks and Field Plan $100,000 2013 Kodiak Island Trail Improvements $100,000 2013 Womens Bay Boat Ramp Planning and Design $100,000 Total $23,292,000 Akhiok 2013 Planning&Designing for Water Treatment Plant $50,000 Planning&Designing for New Water Tank and 2013 Distribution Lines $50,000 2013 Planning&Designing for Sewer System $50,000 _ 2013 Planning&Designing for New Landfill $50,000 2013 Erosion Control/New Water-break $50,000 Kodiak Island Region Comprehensive Economic Development Strategy Page 56 Page 27 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. • 2013 Planning &Design for Alternative Energy(Hydro) $50,000 2013 New Playground Equipment $50,000 2013 Garage Building Rehabilitation $50,000 Total $400,000 Karluk 2013 Install Water Tank and Distribution Lines $250,000 2013 Planning&Design for Water Treatment Plant $200,000 2013 Sewer System Upgrade $150,000 2013 Community HalVClinic Renovation $300,000 2013 Landfill Relocation $400,000 Total $1,300,000 Kodiak 2013 Monashka Pump House Upgrades $5,700,000 2013 E911 Replacement Equipment $350,000 Phase 3-Shelikof Street Pedestrian Improvements& 2013 Bulkhead Parking Area $1,500,000 2013 Fire Apparatus Replacement $400,000 Total $7,950,000 Larsen Bay 2013 Deep-water Docklfvloorage and Piping Fuel Delivery $550,000 2013 Replacement Aggregate for Roads $500,000 2013 Upgrade and Deepen Water Reservoir and Dam $1,250,000 2013 Replace Machine Shop Building/Garage $650,000 2013 Upgrade City/Senior/Teen Center Municipal Building $750,000 Upgrade and/or Replace Light Fixtures in Boat Harbor 2013 and Install Power Outlets in Stalls $100,000 2013 Install City Wide Sewer System and Treatment Plant 3,500,000 Total $7,300,000 Old Harbor 2013 Hydroelectric Power Project $6,000,000 2013 Airport Improvements $14,000,000 2013 Dumpster Truck/Swap Loader/Bear Proof Dumpsters $85,000 2013 City Shop $120,000 Emergency Response Skiff With Outboard Motor and 2013 Trailer $75,000 2013 Building at Landfill for Transfer of Recycling $80,000 Total $20,360,000 Ouzinkle 2013 Municipal Water and Hydro Dam Replacement $2,000,000 2013 Dock/industrial Area Construction &Development $3,044,000 2013 Water Transmission Lines $1,832,000 Kodiak Island Region Comprehensive Economic Development Strategy Page 57 Page 28 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. 2013 Electrical Infrastructure Upgrade $1,000,000 2013 Electrical Update to Boat Harbor $20,000 2013 Equipment Upgrades $325,000 2013 Community Roads Replacement $3,600,000 2013 Alternative Energy Projects $250,000 2013 Ouzinkie Municipal Building $1,400,000 2013 Heavy Equipment Storage Building/Shop $250000 2013 Fire Hall Roof Replacement $15,000 2013 Fire Hall Furnace Replacement $10,000 2013 Tourism Development $977,500 Total $14,723,500 Port Lions 2013 Public Ferry Dock Facility $3,500,000 Small Boat Harbor Stub Breakwater and Inner Harbor 2013 Replacement, Phase II $6,000,000 2013 Water Reservoir Repair $500,000 2013 City Maintenance Building Replacement $200,000 2013 Heavy Equipment $250,000 2013 Native Village of Port Lions Building $7,000,000 2013 New Subdivision Development $800,000 2013 Harbor Water Main $1,000,000 2013 Rock Screen and Conveyor $100,000 2013 Municipal Building Repair $75,000 2013 Roads Upgrade $1,200,000 Total $20,625,000 Kodiak Island Region Comprehensive Economic Development Strategy Page Sg Page 29 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... 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EOE Cal, F ' Or' o O ,M , clip ;a l ] ,YN t, { vi��- f i__.•,•"...:74, s s x t r -1 Q> 444iii do I '�( ,1 i}4 r� 198.14-'111, .„.1.;,:=J1� fo�1� 5 t _ � '`' cL Page 34 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... cn E> s E v@ r f ". x a e - '9 to s � 7 v R'" _I ` F �� E1SED STATEWIDE ...., .• • �' �$ � ..,,,,,,.,4„ . .... „,......,„..4.,,,,t..' , s ``" �� A. g 4, �,a a , ROWTyH � � � � ' mrc ., . :m�•s k �g. � �..= �,.: 'Percent�obmwth 20122013, co 'cTiotal� N,,1gn)Farm' i a,H,96., _ Mining:&`,Logging f_ % , o ED Construct' 69G Manu f +'k acturmg7,%t: i �R`eta I rade 4„,9,:._§,„9_6),, Transportation&; Warehousingi , x,0!5 , -, iiHealthl caret' 8%j°; Leisure & FiosptalJf* t12% a {tate Govi- ?ip> t : s D Lotcal 0•7% m 09 m 3 N AGENDA ITEM #2.a. cti .. • t .� > -2."---:. O a' Y e ,-y2 I1. 4"' l -,..,---7,:: FSI L r �� Z t . _�� .,. d • Na • a a o ( r- f. , i -4-;--7....- 7-:r:•— ;, ita � LL \›/%414 j' a: � f . :z 4- Ct � ;* ii CC a ' _ �1 r Tt _ , LVC t b s . ' 4`�, x-•-� 1 Om aof �oo iloa ,o`• � o Io. oo 4� 4_` 'fc n fel may oin ,, n ,t Page 36 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... co ups v TKODIAK � EM°PLO�YM`ENT CHANGES B ---,--,—, see—t.,, .... k `$ B k a $s• co W $ ,,-. t r rovt,k', i" ri.��,;(7;j7 y�'§,.F r' :`a i ax o x (S°° °,., ", rk �6i 4* ,,°titc o' hlV:D U S T,o-aR '� " 5 � `z-t � r 5"�% ° N;.:., � � .e i,° :u,,p. °`a�.» �' 'a ,"m � i� �'3".$s : 7 'xa z co Empl ym nt grrowth by industry,>1St three,quarters of, 2013'vs 2012 t y„A4 Y :* � � cu ' 'Ili eaIth` carte, , ,r ‘ 40 o P. rofes iionat chnicall 0 m ,! N. • Leisure&I}iospitafity i 10 .-StatekiGoy,LL, i 10 JRetailiTrade`° . a ' Transportationl I (10) ~ Seafood Processing (20) `. .. IFederal(Gov (20) ,, = , L ocal Gov (30) Construction (40) a CD Z Total (60) • a v . N m R N v V ' ' . - ®}�� \\- - " Q M �- .. sled% '' . .:,,,,---;/;:: tk�"- � . � � v` �-. x — ,.. :ry6nao8 ,„jr,..,...„,�» y�-t .� �;icr i�. 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Page 41 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... fn v etons T v _ _ . .. _ cn ,• KOeD1�AS-KEA.FOOD .PROCESSING -, .CO CD cp 4a ;,�y 4 - w :ia s `��2 ?� x,. v TWORKERS CD , umbs of workerst '. , - .Percent Nonresideri E 3;50U 60= Cr1- 3�000 __ ; 'jt. �, N 2 500 :� l , f . , �I X40r6r 1 1 ! : ! L_ j �� I30°�� 100^ � t .;,' � � �; Ey({{( yi v YIJ:iH I .# ; 1 fY 31;0001 ` . i E. 1 _: H_ H hX20%5 •1 .1 41t*it 1a. . e Fa S 4 ,, 0 .1201) ;;2'01r1 _____ CD � 1 � . m N c Workers% ©P�ercent,�Nonresident- p a ODcrim N 93 AGENDA ITEM #2.a. N- z a cl O " 01 •-;, d, 1; e 1 d {g{ i7 ”sr,4 f�7",��{ n4. • to 4N dnat i0 21 Pi-t..',.. �rxx�liZ-a '�4' a � a_ i✓. _�.x.�".n � 'A � '. s,�l f(fl�'%i. €-0 , • j 7-.,--4- o ; .31. ..d ':.1rIt'h"1 1 I 'JO? ith:1 - ' • - •- -3/4.4.- ' ' ,‘, . ?...., -,, ,.. ..,,, ,,:.; , . --„,-. --„---,-...:-_,-,_-„,-,-,,,-...„.„.„. , `�, a -,w ,..... * .." . , f P,1, LP: - 1 z S 0 - ` k nZ ` O °O ' ) O r0{ � COt ". - . , ..„. ..k....i,;.fr,„,.... 0/4%•ati sets:, ,i-kt- 10) ' 0 gL2 „t-. &Pi' ' Page 43 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. fi A. - x /Z .� titer / U € d 9 y �. t .t >.ito .e i'" c ` ti T W LL. r ` n� :41-Ci # .p U { r 7 }c u),, rt �' 4',-.4-,-, ar « s . v .� 4 o), - '4N A.9` W • 13`',r ya. a '4`y 'B . - Z r"} ^3a .�de " !n f� tpA� et4P le rir • rs .eLtI� : 4.. t; 1W t ia2 • fly' o- y - AT.I z 131.'" i g,tom � Y i. E,. �4 Ax� /f{ '£ II3;FE t K.t 4,;- S r �4 r i� , t'. Glr N .i,` F y � 1 �� , � v G� �+.,. Qy Page 44 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. n..,3 it rU y r "a 3d' ^.f v tk '° _£ .tom • i�,"�/ II)� I.• Z I.I „ ., I .' . I . ,r • , a f '- , 1 + i1 s F a `y w` ",e syr, t L L 1 t `S55 a'(M : 4 61 7- '', ' 1 �� ettl i g >-a� »f &r. �� firm' s I- $ y 'jilt rI' " . way � s r dI vQ�� r °kae� { � 4 g • ' p i sab.£ i at'''''‘:•:1',3 `{ i i. S. t S t� ` " 1 . 11 pyppyppyp'''* .. :-' J` ' j}(y$Sy,'�f/�(jjj�f I ttn1 � �'t a§7 yrs f ( .C tl,, f °ti fir.*' k � `° e � '4 iJill' 100 eI �Q.i Y qy'��& � i r - + fr or t ittt ' LH a at,--a .1 rte' a-, ea kx u i 1 1 f 1 i L 1 1 y >.. r� Mr , ' �r;-ttZ ,, •, i 1 ip ( � e Q , ' H�p ll. \ ` -- ,' Q jrp��;;;s„�� `uro - y !1 �� V31 ”'pp �£' 1F�'�it{, .*y11 , 7`fi(I)t ". t v )rtc,d `J' i N 4' sn a 4. N r Page 45 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... C, ,o to Er s rn N Nonresident Workers by Place of Work Alaska private sector, 2011 T C) (rata sEt9 '9 CD a- �,.._I gPercent Nonresident 1 Less than 20.0 percent NoN,West ArcSc . ,9.6 _ - _I 20.1 -40.0 percent a s ky ' •Fairbanks +an star m 17.7 • �, 1 More than 40.0 percent o Nome 15432( .m. " - . OCi: ft-Eglim �` ,.'H 1. 72 9136 '(Valdez Yakutat Oka quay 65 7 136 (CoNova . 933 Haines 50 4 a - Juneau Y 1 � � r 2i0 W�.aurw �A'1.J` p PefersWryi9.8 ,s-411 Ix'- Anchorage Henn9 goon' -II •£y. ,1 Wrangel ' 15.2 Shea�y,7 ,^, 451 P Bmol Bayes ''- 329 79d� if. 80.5 mrt ....„.y Kett Aleutians East . * a��111'��%%% i 'Kodiak Island $.r' , 78 5 320 Prbte of Wales-Hyder y " ,a Ott rr.s\ Q 364 �'j�-�1� lake and PMIMuIa 7� 0 PleugaM West _ 5B.0 ^� ID 0 00 e ^� z rn iource:Alaska Department of Labor and Workforce Development, Research and Analysis Section a al3 4t N lb AGENDA ITEM #2.a. �k •�P'�( ASF '77.,,:i. r , - xr^ e11Ti `i '{ q, 19""P r 2 T ( ` "� d if * j#f S c r OC �1 k Y� i A r @ ^4.• ,° w, '&+ '• t i � ,� r ry a ��I g . ,: L 1,7.1 ii �+ � 1 ' fie 7:-4 'lel uC fl kF >: e �� s a s .11r:iti, i � : t � , r7 ` c t ,.. �n f � � ,y 't.4, 17 del S � p1 � � � ,�, x � WC.. :7' Y g " t 4,e if S t r'1 *• t:r%e? iii i - t o i-.� Zp.. I i r -. t . Z �� rrstrirj i 17 1 i J t t@@{ '�' f j',i t �' t�- :2'3'3-W.13i0 � > {tkj el � Y t" Ili J (}��r (' . i Y :. i may ; t,, h i,3,3,,,,,,35.33,333-: 5r� 4f:� Qt� � I. G t I 1qa$: i.3 's't eW' 1 33 �y f c ilif,szci 9 ..!, ,,,.,,,,,-„,,,,,:„±,_,. , } q. i:� � j 1t, c 43- 3', iK' �y1. , . 'S 1 F kjJ. 8 'Z ,, i , ,il. z ., ,, ±r j „ ,1 ' , '! '' i r 0 t_Q a ", _ J 6 t f R lx35 44' ,acs , a : ri a l 1 tii ,i � t : i .n s"", ' :.l i�� — i' of f .a"f I' 4 e } j fj 4�wk 1 1 .� £ r; ! f S , Ik . F 1 )' ,, t � & , 0)i 1I'.I }nl ' i�p} � 1��, il "'",'t?F-C' e`-n/it'''' S% ire t s .?T•-T'-- r+.-. .'t.�.. 'r tQ 2y ' i n t �,C 41=4' 1 f6 1fr 3tA s i-C t 01" i l ,� . p* z, . O O O, O 121 - !„O !Q 4.j O O :toe S ' j'r • O s`y ' O fof to.` !o ojj. to tel } cut �i .Agt(oRS pic -;,>„1:41:3?Ica . .03 O Ic x c'e' ' 0 m 9 i ;c;;,r1£U p� i7 �r.�� Di -• 5 ��.`£3t t We r -: .0 4(a rra1- '10 ii a .nn qc f a 0Y�er '. �. �� }� i9 ..0 Ski V ki. Ito lei u , .ca ' �.., CZi 1O •U, Y t 0 O O .; f Q .•f } I- _ _ "` : �7.'. Y y '> f� ' ..v„± .<s5j . ”; I. _, -,r.:': w, ai. •___,.. s Page 47 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. _ -- o c ff H lQ w4 J4t ii A.., 1• .` 7 , ! 1,' f a U L i , j ' ! +, Z¢ • ,� ;� li ,''i r. 11 1, 11 1 4 z i l ( t 3 Y r Ett is G1�; !IP' 1..gii j� sic, Y_r y: r_g IN I.9 So 101 tO, lw 0 re—� BOJ N V s IC. , f0 r_ P 3 :Ta } l!5ii )+'h d.. 3 in )(92 O �OV ( ,a; ®, , `V , 0 ' . - 'N FtrL1„�W�3 ; •tiff); 4 �y .rt. -2,;;.24,,t2,40:-'# Page 48 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. « a ` ; 44 y�,nvoPk �kyy a I 7":: els:;,+ k Aj a ?.,�' k., 0 ^- x i' k Ldads P ¢%-,,„,...t. y Srv�T �nL.... _..._ �.. }jam Cl) �rv# O , �.. }V/"nail $.,7 1 ii.�t ici #0 t Ao. *-1, \y t\ \�. \ .k P � 0 �; ,y a'' � i f t- - 4t) .'c)% LcV :4.1; C7 41M 0 n p t,.'-.d i 1 . t .: ACV t..M3._. M x i 1 i" to ". ,y��k^^ 3 w. k € '� . 1,',*I E °t '' a i li a . 4 , j t 4,4: 1,' .� I i a I ` fls'T F'b �' i 4 t 5 1 t , S I {{ , fl 4 N , ' li • . E }' i 1f ° � (S 0' t ' " . 3,--,,,« t S r r. ,.I O. i i T. ,e,�a ! ! a n '" I , r(0 � 1 7 �� . J�< sir —Y '-6 � '9 �S Y 5 .J � 1 ry " o '" "` ' � :u �* '!�' �Ya'l fag 161 cru cnt t-W, fa) '11y +D&; � Sa a`, •) .N+ V te+ . , .(N �+ '`;`' .1y .t p 'N 3tl , jC it ,.N y,11-00� t•C µ -.� i f �,,i yak '"t{ +7i •`101 j 1Vk, )0 ..101 0 A "� �. �. .1.: �� ' -. ° S Z C) 3 • ,iiti 4i0 ttt .C. c i ' 4 � ak -_, -„,' O N 1 tic tori lot iVt +, N f jC F y ta ',i,'t �'� 01 ' .: {�, r �'_I t • 1`4 `cattM ` Q„i s 10 n e, 1�: a Page 49 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... CD 0 -D v FA°ST�EST GROWING OCCUPATIONS T §e 3 v +' iK.d Y fi s rr �,,r� a3'" "4 r''" . �k" - ,A� ^a .P 'e sv' a a::,t' a� ='ry:. z cn N "�` .� ,>ap 4y s s+m'9`7,Cwg .t qar s' ,. 4 „rS �r'sbr 4 w s $g." B � , ' R ESQ U I�"R I�NG, A, B A_ O R:� H IG HE� R � � ��. N _, 1Physi alhTherapists, icia �AssstanJ ;, - —F6_,y -7t o lFamila d en? Practitioners ,'Mental li eaith(Cou cn e '' lors� i 1 [IVleaicall_& Healt S;rvs Mngrsi ! —, [Pharmac_ i I : �omputer�Sjist�,(A`nalystsE ; 4,-___, �_� er-� _IL 1 iSoc Ito dCom}:Sery s, ryp 1Elem Sct o°I Tleachers, [ I ' Mliidle"Schoo`I T a hers o Projected 2010 202 Z Ji:ii:1r s oul .f0.% 4__ , 1�U% X20,% X30%i' 40%# up SOOrce.Alask;Departmenta/Labmantl WoiMorse Development,Reseanm antl Analysis Section y m N v AGENDA ITEM #2.a. if kaftl" W,`,..,-..;k�h3yen• Diii M t "; + A, . "s?" ^� ',.;Aa ' N * 4L " £ ca' ro ` .$ 14 $ Fjt " t ' � x5 ...::-.!1,10 i''h n. p (.0'` ti4 : , i ` 't4,-4:4A-,z'''-'4,f wni '"xuvt `gla Y4? ' � ' ` sf ' 7'djs gEasxyf #k , S / ers _ mM , J4.1 3 �6v- &fb x - ' gp�tJ ° 7.= i s n 5 Z..-: rel-a J ga'e k t 1 t4 2%1 %,. v'E � x kh+ $ f ;�` � ta. ei,...„..,„,,, ,,, ,, ,.„„,. . 1 . .' Ail-nre.Ter.- .Nos C4 :. ; �d, ' oelse-24, as 1 ° ; Jay �° 'ter tµ /(� dE '5:11,4:1.X, t vf•`. • vI rLe yyTy. 1 /"/".'/I'-', .v , � � .° �� ^� y44` .�N"a�"+ < C. r��.`.Y 5 �r.4 � Y 'rf�� x I _ 0 ZC 0 . . . - _ 0 4 X' Er"! < . . a - 2 _ Y W ° D Q• ; • F 14 Page 51 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. mJ r ._ . ' I e, VIS� `+v 4 ; s ¢ 3 t --(1.= , a 1 IG f� Lun} r 1 ,-t lob to ' rt= ((M i i ,r 0 I'cl.1+_�. 0 �., 1M ;` i ata �,�c 4= Ittri ,� ' IL $. r"'",(' 3 D ' � ` �N- Y 'y a7 �, ® 'u � I aag *, _.*.i.•``" ' ?+ 4Q pita ... ,, rt O v " 1 , L1 L r ® wad �Q•r lit0 inn IP ro 193. 0. .. ♦, N g iM N N e411 fin/ 'sanleAlxapul 9ulni,o iso3i 4 n Page 52 of 65 Strategic Planning Session Facilitated by Mr, Dennis McMilli... AGENDA ITEM #2.a. et 1-41, I, :k ii , N - �' t,, Y...;.,44,+[:\„g.1/4i2 [ 2.,++ i . te l • ' 'w*�r°' r t i';I' 1 ;am F9k �f&YP Pp " i:.. 1 �d .� l• � . is, L od M1 ,, dY•W i!!..!. I i 5 1 4 I i ti k24,N 4 i i {{ #w' c ¢ 1 i �" , ,J �m ; "f 4 ks•. +. ° • @ 1 } I.L. ,‘,,;'44,,,',1,,TM } g�' rt a't ' � t ' �',t�t tt -.‘ 2.47.,,,,, , rr r e..:_ �Y e ': ( p9 F W' l , : rmk , 5.i firms fi¢. � ° � �,i nb � >• 1 ° 1'g 3 ,- ., i, fns 5. 9 t�•`' Imo` .. w ( t' is�'Mxf ty� wv.#1., ,' ., , ( , ( i Wei ;2'47:4;1 :5Sijj ' ,,-;;%.,..',"4 �� 1— 1 E,_ _ s t .g,' a. i rv-.f Page 53 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... v ocos c GROWTH RETURNS TO POPULATION N :; HOWEVER SLOW co Q iv- a �, 15.5U0) ; 1 ;15000, ,fh� 1 io:O J Q \\ ',, `�i ,fil 1 ;-1350 i �t � ..:,'"1:;\� _, ; I t ;13 CA -,. a $2500? f odiak, a rsi ed' P t29,99) .F jOL3afannualg the . n N 1105 � ) 0 ,_ _ - , I ; t ,i• ��— rP•- t , -I —Ir -,P, tw CO m CI filen TOS12\150Ci% 20051 2010 o °n al m it N Pi co v tos Cr) p-r +e ----,--" ' r'g' ,- :'.77--..T..1'. '' : a � i. ^� � ti,, s s .kmb i &Px„_ri"� Ss 3 , e -* a" ,x- 5. co P O PCU*LATIYO N GROWTH S LOWS �`... � ,R � , , , CO a aar�a " i'��`'^a�ai'>r'4Npc `'mom w ° '�`�;'rNxi i� £" ' i,4.2;".,,, ,e R ' vaaa ' rni ° o- 3'* .m .a " , s N �-e;:' � y` u � s�o°-, a 3. � Sawt �3 z`:+- 3, € " a, �."" i %tr"^ p{ >�,,, • �x r= 5' � '� z ,ab• ." t,,,,,,,:-..,.. �. 1 � Ax ° <4..7.,,, '„ �a .zss 4 1 x a +A. 4. R 3 dr 9 N 3. ,xe 6� ✓M _N V 5 T - '''-''.`/*': ,1 3�"�+n�`A Ki 4a-^ *- a S� t'''.,:: 1•.`e x V .. . '..� �s, ^- °* Anwal popufa4on growth 2010-201.2 6,o _ _,,,1-1t cr AtiFc�hroangkes- xas P i$ - a1s06� %:2 Nu ' ea'tll3ataincreas �n o ob ' t: ' 46 Imigration stllpostve . i 8 Alaska'; „ , 3 , „ j± 36°i `?. ty S J � y o { — ..INorthernE l - t, 'h a a sa : od `aksn µ a utheast .1 ;k 4 , "� .' A 168 n N (p f{ *•' �^�`••. 3 �W }e� Vn7� co ''I b .r tvl V � xY.c .ya � �Y%{73Z t ,.ctr`wr- IN 01 -..�.wa:.� `w F ilyY _ : 0 O s_ i s..v �.. : .xR,— z ,. ysys, °ul. ti. x ,'1 a, n y m 4t N a) AGENDA ITEM #2.a. • ':eseri -1 • ggam4. ��Li� - fij.ppj _ l WY Po#. 'r � '5... (�Y� t T Y F '-a {001, Lu t� r�xl 4: < D_ m tA} e .y � s , r E 1=x e J.. cii . - . _. _ . .. !`7 LLL! tI } } N p ' z i R CO' S 4 IL � � m e 4 ��. I t47—G� , .ILL. /. r S ,r Ws C4 s 1- N O NI '¢ f a J Page 56 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. � " � rte , as 4 s t b „o��?: r „In rb' t�i s < w^ �t �. � �� t prow p� k I .I ; , ; :s a • j r �� ' rY 1a t c U +'' `i.." ' � 4 Q 7" t 4,7w,..-. t�'��k� • ;4;',�SS$ %S td i ; , ;CO.: i..� 4r � K r 45 , t4 rIre ' '1Q � ?i 111 ,. 1�1 °1;n'Cr,'.�i Ir. ^4 3 E M S• a X wy i} ( �� i w' 1 x i � � 4 fi ' w , r c1 , )' wf1,{ i rv2 ,1"A ijle x �r • w A a`b b I, , 4, a \ ,� . NI II r �x x t�-iip° y� /{}l 1 1 g • , y_ 4 r I; i k� 9 '" ' s s 4, >1 4t E C;, tri } r iP . ' t V y.u t "Ia �it'le,J� " {1}kms 0 1' ', a l. . > i fJ 4. i �O� 101 'A. ' 1 ' . 333 j i $ ``S 4.'''''''''' '+W 9. ',Ma': 4 � • jj d.{ �. �. i . re �'^svr i `ur, ` '.`.r 7,'1 1,.,i j1 9 MFy30' I Tn ..1_. Fa" ,{+.-.:4.. ✓pybi ryA. 9 ,, u t `t t ' }Yt t�i` �" E ? L'0:-••40'1;/1114 'lQjy,p Page 57 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... co v ET 0 - ^" ,�Y 5ta' G, y rr.;:. s. sT`¢ a°` z :. an. " 'y FAST ESTG9� I N G `O,C C ° PATI O N S '4 t ^04. N *Jtti `a ,i, . '' ` ffi' ' e x s'i"" §` -i'ia SKrK4- ' " a n c ; 3 a...� t: '�°`ac ` a +g�� ,,DEQ �.I��.I�NG� K}e � ten , a� O a t •��....'9TM L .+`f't L a, .4 P- yt*r� NmY kF"3^RP O qeffi9yn,'x „. �° a� {. t a uN^ K° n °' e'-C r,� e`o- f ' 9J Asa +'yi - AN :AA� POSTSECONDARY ORVOC. T4RAINING # " _ ° - o- a) * Projectedipercent onotal openings,2010-2020 g • Dental Hygien sts s i 3476 0 1Mass geqTherap sts n, 31%. ; RadiologicTechnicians, ;(1-4 Regisere d'Nursesi f ° 428%r 123%l _ IEM >aaram nd Pedicsi tCommerciai Pilots I` : 13°%y 1Constructioriymanagersg 11'%k AircraftMech &Serv:4iTechj £i. Geol"ogical& Petrol Gent & 0`pperationgMann, I 6°hco Soorte:Alaska Department of Labor and Workforce Development Research and Analysts Section N sv AGENDA ITEM #2.a. NON-PROFIT FUNDING OUTLINE • Base non-profit funding on 3% of general fund expenditure budget, utilizing bed tax revenue to fund tourism related organizations. • 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 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 measurement of results of funding. • Require project budget as part of application. • Create a contingency fund as part of 3% total 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 59 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. Discussion at the October 30, 2014 Work Session—01:07 time • Bring this issue back to the whole Assembly. • See humane society, threshold treated the same as the other organizations forgiven the same as the organizations • Update the procedure/process on how to handle inkind 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, agreement on how they are going to be processed. • Pull them in the process on the nonprofit funding. Bedtax • Pulled everything back to one group • If there is a tourism related project, you can be funded no matter who the organization is but the whole amount available from the borough should not exceed the 3% Discussion at the November 13, 2014 Work Session • All rolled up to the 3% • Discussion is to still 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% comes from historical average yearly funding and it came up to an average of 3% from general fund. • Discussion of cap—should there be a cap? Rev. 11/14/2014 Page 60 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. 1 Introduced by: Borough Assembly 2 Requested by: Kodiak Fisheries Workgroup Drafted by, Borough Clerk 3 Introduced on: 09120/7012 4 Adopted on: 09/20/2012 5 6 KODIAK ISLAND BOROUGH 7 RESOLUTION NO. FY2013-10 8 9 A JOINT RESOLUTION OF THE KODIAK ISLAND BOROUGH ASSEMBLY AND THE 10 CITY OF KODIAK COUNCIL SUPPORTING COMMENTS TO THE NORTH PACIFIC 11 FISHERY MANAGEMENT COUNCIL ON PENDING ACTIONS REGARDING 12 COMPREHENSIVE MANAGEMENT OF PROHIBITED SPECIES CATCH (PSC) BY THE 13 TRAWL FISHERY IN THE CENTRAL GULF OF ALASKA 14 15 WHEREAS, the North Pacific Fishery Management Council is considering the need for 16 and beginning development of a comprehensive program to manage prohibited species 17 catch by the trawl fleet of the central Gulf of Alaska; and 18 19 WHEREAS, any such comprehensive management program for fisheries in the central 20 Gulf of Alaska will have major and direct effects on the economy and well-being of 21 residents of the Kodiak region; and 22 23 WHEREAS, National Standards of the Magnuson-Stevens Fishery Conservation and 24 Management Act require that federal fishery management decisions take info account the 25 importance of fishery resources to 'fishing communities, in order to provide for the 26 sustained participation of such communities and minimize adverse economic impacts on 27 such communities;and 28 29 WHEREAS, the Kodiak Island Borough and the City of Kodiak represent the 30 communities of the Kodiak region, rather than individual user groups or fishing interests; 31 and 32 33 WHEREAS, the Kodiak Island Borough and the City of Kodiak have begun a program to 34 participate directly in public processes for fishery policy decision-making as outlined in 35 Resolution No. FY2013-09 of the Kodiak Island Borough 36 37 NOW, THEREFORE BE IT JOINTLY RESOLVED BY THE KODIAK ISLAND BOROUGH 38 ASSEMBLY AND THE CITY OF KODIAK COUNCIL that these bodies support the Kodiak 39 Fisheries Workgroup's proposed overarching purpose for consideration of flshery 40 management issues of interest and concern to the Kodiak region as follows: 41 42 Overarching Purpose: 43 1. Maintain healthy, sustainable resources in the central(and western) Gulf of Alaska. 44 2. Promote a sustainable, vigorous economy in the Kodiak region with healthy and 45 competitive harvesting and processing sectors and support industries. 46 3. Maintain quality of life and social well-being in Kodiak. Kodiak Island Borough Resolution No. FY2013-10 Page 1 of 2 Page 61 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. 47 48 NOW, THEREFORE BE IT FURTHER JOINTLY RESOLVED BY THE KODIAK ISLAND 49 BOROUGH ASSEMBLY AND THE CITY OF KODIAK COUNCIL that these bodies 50 support the Kodiak Fisheries Workgroup's proposed goals for management programs as 51 follows: 52 53 Goals for Management Programs: 54 1. Provide effective controls of prohibited species catch and other bycatch to provide 55 for balanced and sustainable fisheries and healthy harvesting and processing 56 sectors. 57 2. Maintain or increase target fishery landings and revenues to Kodiak. 58 3. Maintain or increase employment opportunities for vessel crows, processing 59 workers, and support industries. 60 4. Provide increased opportunities for value-added processing. 61 5. Maintain opportunities for fishermen to enter the fishery. 62 6. Maintain opportunities for processers to enter the fishery. 63 7. Minimize adverse economic impacts of consolidation of the harvesting or 64 processing sectors. 65 8. Maximize active participation by owners of harvesting vessels and fishing 66 privileges. 67 9. Maintain the economic strength and vitality of Kodiak's working waterfront. 68 10.Establish methods to measure success and impacts of all programs, including 69 collection and analysis of baseline and after-action data. 70 71 ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH 72 THIS TWENTIETH DAY OF SEPTEMBER,2012 73 74 75 KODIAK ISLAND BOROUGH 76 77 4 78 79 ATT..T: Je=.me M. Selby, ¢. , _fi to .r 80 V ✓V 81 82 83 N. a M. Javier, MMC Borough Clerk Kodiak Island Borough Resolution No. FY2013-10 Page 2 of 2 Page 62 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. Solid Waste Management Plan: Conclusions/Recommendations: Guiding Priorities/Principles for Future Waste Management Practices The KIB Strategic Plan for 2008-2012 outlines the Borough's mission,vision,and guiding principles. It was adopted by the KIB Assembly on January 12,2008 as Resolution#FY 2008—22.Section V—G is titled "Solid Waste Collection and Disposal Goals and Objectives".This section contains the following statements which could be viewed as the main priorities and principles for directing the development of solid waste programs, policies,and facilities in KIB: 1—Consolidate existing plans and long—term needs into a comprehensive solid waste plan that addresses the solid waste function for the next 30 years in an economic and efficient manner. 2—Continue to take steps that will extend the existing landfill site through comprehensive recycling and other means for as long as possible without going out of the current permitted area. 3—Develop a fee structure to give citizens incentive to recycle. KIB Draft Solid Waste Plan August 2008 Bell&Associates, Inc. 4—As part of the plan identify and quantify all forms of subsidies and equate progressive effects such as recycling to the impact on landfill life and the relationship to costs. 5—Encourage KIBSD and Kodiak College to recycle waste and to add recycling education to their education programs. 6—Evaluate and analyze the recycling program to create a long—term participatory program and plan that is economically sustainable. 7—Coordinate with stakeholders and product producers with a focus on rewarding good practices and minimizing solid waste production. 8—Identify key sources of the waste stream and,through stakeholder and task force methods,address how to minimize the volume and costs of handling those items identified. Collection Emphasize operational efficiency for residential refuse pickup by adopting a uniform system using standardized carts for storage emptied by either semi—automated or fully—automated vehicles where logistically feasible. Collection must be set up so the hauler manages the wastestream.Rather than have the hauler compile and submit data to KIB for subsequent payment,the contract needs to be reworked so that the hauler is the service provider, pays for disposal, bills the customers,reports on a regular basis to the Borough, and includes the necessary service and system fees in the rates.If the hauling company pays for disposal then it is very unlikely to pick up materials for which it is not charging a rate. It is recommended that curbside refuse collection be expanded to include not only residences in the City of Kodiak but also the metropolitan and outlying, rural areas of KIB on the road system. In the more urban sections of the City and Borough regular roll carts would be provided.Residential customers in the outlying,rural areas of the Borough will get collection at the curb with bear resistant roll carts. KIB/US Coast Guard Cooperation and Coordination: KIB and the USCG should consider greater cooperation and coordination in solid waste management by jointly contracting for refuse collection and recycling collection/processing/marketing services. Page 63 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. Public Sector Service Provision: KIB may want to seriously consider directly operating other primary components of the solid waste system such as refuse collection and collection, processing,and marketing of recyclables.For future procurement of these and possibly other solid waste services,KIB itself could prepare and submit proposals/bids in response to RFPs and RFBs.The RFPs/RFBs would be written and issued by an independent panel which would also review responses and select the winning vendor. Disposal: Landfill Operation: The consultant has found no compelling operational or economic reasons to justify terminating operations of the landfill by the KIB. To determine private sector interest is to issue an RFP(request—for—proposals)for operation of the landfill and evaluate responses in comparison with continuing the Borough's role in this part of the solid waste system.If such an RFP is issued the Borough itself should respond for purposes of evaluating costs for public versus private operation of the landfill. The current active cell receiving municipal solid waste(MSW)at the Kodiak Landfill has a projected life expectancy until July 2014(current estimate is March 2016). In the interim period, Kodiak Island Borough has three disposal options to consider prior to the closure of this cell: 1)construct a lined cell adjacent to the current active cell,2)incineration of MSW,or 3)export MSW to an off—island landfill. Additional Landfill Capacity:KIB reviewed this alternative in 1997-98 with a study completed by CH2M Hill.The preliminary design recommended construction of a lined 6 to 8 acre cell adjacent to the existing active cell. The area identified by CH2M Hill has a limited life of only eight to ten years(CH2M Hill,in the Closure-Post Closure report issued Fall 2014,estimated the landfill expansion will have a life expectancy of 40 years or more) . This should be considered a short—term solution to the long—term disposal needs of the Borough.Site 1 has a longer life,but its constraint is the stream that runs through the middle of the site would have to be re-routed. Re-routing the stream would add significant costs to the project. Site 2 is the best option for a long—term solution;however,the VFW has a lease with the Borough for the property until 2027. The landfill option provides the Borough with a definite disposal method until 2025.At that point in time,if the Sawmill property is owned by the Borough,the landfill could expand in that direction or KIB could re-route the stream and expand to the southwest of the inert cell,Either way,there are decisions that need to be made in order to plan beyond the year 2025. Construction and Demolition(C&D)Debris: For these reasons,under any disposal alternative it should be understood that most C&D debris will continue to be disposed in the KI8 landfill because it is not capable of being incinerated or economically transported off—island. Diversion—Waste Reduction,Recycling,Composting Recycling: The role of Threshold Recycling under a scenario where recycling is broadly expanded in KIB is not clear at this time.The consultant offers no recommendation on this matter because ultimately the future of recycling and Threshold's involvement with it are policy issues for KIB to decide. Increased recycling in RIB will necessitate a centralized facility deliberately designed for receiving, processing,and storing recyclables.Depending on land availability,such a facility could serve multiple purposes such as materials reuse/exchange and refuse transfer. Page 64 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... AGENDA ITEM #2.a. KIB could consider providing various forms of assistance and resources to facilitate a public sector/ private sector partnership setting up a Resource or Materials Recovery Facility(RRF or MRF)for expanding recycling. 1 -Increase the convenience of recycling participation through the use of standardized roll carts for storage and collection of recyclables from residences and small businesses.Recyclables would be mixed together or commingled in the carts. Vehicles utilized for the collection of trash could be used for picking up recyclables as well. 2-For larger commercial/institutional generators using dumpsters or other storage bins for refuse, collection of designated commingled recyclables using a variety of containers would be offered where logistically feasible. 3-Establish centralized facility for receiving,processing,and storing recyclables along with a materials reuse/exchange area and refuse transfer capability. 4-Identify land approximately 5 acres or more in size owned by the Borough or the private sector for the materials recovery/reuse/transfer facility. a. Leasing land owned by RIB at a nominal fee for the purpose of locating a centralized operation dedicated to the storage,processing,and marketing of recyclables,as well as other materials reuse,exchange,and diversion activities that may be developed in the future. b.Sharing the costs and construction management responsibilities for a building/facility to fulfill the recycling and other functions noted in#1 above. c.Sharing the costs for purchasing a baler and other basic handling equipment for the recycling building/facility. d.Expediting procedures related to the zoning and permitting of the recycling building/facility. e. Reduction of property taxes related to the recycling building/facility. f.Assumption of primary responsibility for implementing promotion/education/outreach (PEO)efforts and preparation/production/distribution of PEO materials. Special Wastes: To significantly enhance the recycling of some of the Special Wastes listed in the report such as,tires, E-waste,fishing Gear,white goods, restaurant cooking oil/grease,furniture/mattresses, and propane tanks or initiate recycling or reuse for those presently disposed, necessitates construction and operation of the central Resource Recovery Facility discussed previously. Composting: Thus it seems logical that if KIB made a commitment to a maximum diversion scenario then expanding recycling would be emphasized first while the feasibility and impacts of composting are explored further. Indeed,some of the primary elements of that scenario such as semi—or fully— automated residential refuse collection vehicles,different sized carts,variable"Pay—As—You—Throw" rates,and the development of a conveniently located, multi—purpose Resource Recovery Facility, would all support the ultimate implementation of composting. Household Hazardous Wastes: Maintain current contractual arrangement since there is no facility on the island permitted for the management/disposal of household hazardous wastes. Page 65 of 65 Strategic Planning Session Facilitated by Mr. Dennis McMilli... KODIAK ISLAND BOROUGH :.;:.... ...1:1.1..1 r:.i.`li.• ek- 6e-At Ural- •11 ftitGIC,P104 of:(114vititU9 i7 (P06- l v gegtoki Please PRINT your name Please PRINT your name '‘}reet S/57>s ikeeta s f2- 6 ClitACk071+ ef[ fr-f Aar Kodiak NonProfit Network January 15, 2015 Kodiak Island Borough Assembly 710 Mill Bay Road Kodiak, AK 99615 Dear Mayor Friend and Assembly Members; Thank you for the opportunity to share some information with the Assembly. The Kodiak NonProfit Network is an association of nonprofits who meet regularly to discuss issues and opportunities, challenges and triumphs that affect our sector. Through the network, our individual member organizations are able to keep abreast of changes in the nonprofit landscape and be proactive in our work. Additionally, this allows us to speak with one voice regarding issues and opportunities as they arise. We are thankful to the Assembly for the work that you have done to re-examine the granting process over the last few years, especially the work of'the grant committee, in trying to develop a comprehensive process for awarding grants to our organizations. We are gratified the Assembly recognizes borough powers and responsibilities can often be met more economically and efficiently by nonprofits and continues its commitment to fund our sector. We all recognize, in these trying fiscal times that much more work remains to be done. As the Assembly moves forward with more discussions about this funding, we would like to respectfully request the opportunity to be part of the solution. As key stakeholders in the results of your planning, we have a valuable perspective that can help produce a process that works for the Assembly, for the nonprofits, and for our community members. We have a shared goal of developing a transparent and equitable funding process. You can reach Katie St. John at 942-4281, katiemaystjohn@yahoo.com or Mike Wall at 486-3181, amnkmxt.ore to arrange meetings with the NonProfit Network. Sincerely, Kodiak NonProfit Network KIB Property Taxes Per Capita Year Population Property Taxes : Property US CPI-U Levy Tax per Capita 2004 13,573 8,151,511 600.57 188.9 2005 13,693 8,756,263 639.47 195.3 2005 13,457 9,733,253 723.29 201.6 2007 13,664 9,298,329 680.50 207.342 2008 13,954 9,979,775 715.19 215.303 2009 13,860 10,231,461 738.20 214.537 2010 13,592 10,879,276 800.42 218.056 2011 13,870 11,563,758 833.72 224.939 2012 14,041 13,255,665 944.07 229.594 2013 14,041 13,581,524 967.28 232.957 In the 10 years from 2004 to 2013— • KIB property tax levies per capita increased by 61% • Inflation, measured by the US CPI-U increased by 23% The KIB property tax levy in 2013 would have been only $10,399,300 if, between 2004 and 2013, KIB property tax levies per capita had been limited to the national inflation rate. $8,151,511 x 14,041/13,573 x 232.957/188.9 = $10,399,300 The actual KIB property tax levy in 2013 was, therefore $3,182,224 above and beyond the increase that could legitimately be attributed to increases in population and inflation. This is the equivalent of $227 for every man, woman and child in the Borough. KODIAK ISLAND BOROUGH Property Tax Levics'and Collections Last Ten Fiscal Years Collected within the Fiscal Year Taxes Levied Fiscal Year of the Levy Collections Total Collections to Date Ended for the Percentage in Subsequent Percentage June30, Fiscal Year Amount of Levy Years Amount of Levy 2004 8,151,511 7,637,665 93.7 513,829 8,I51,494 100.0 2005 8,756,263 8,602,243 98.2 153,837 8,756,080 100.0 2006 9,733,253 9,320,203 95.8 412,332 9,732,535 100.0 2007 9,298,329 9,169,456 98.6 126,255 9,295,711 100.0 2008 9;979,775 9,615,784 96.4 361,432 9,977,216 100.0 2009 10,231,461 10,201,209 99.7 24,891 10,226,100 99.9 2010 10,879,276 10,487,467 96.4 383,320 10,870,787 99.9 2011 11,536,758 11,499,457 99.7 41,016 11,540,473 100.0 2012 13,255,665 13,038,077 98.4 153,226 13,191,303 99.5 2013 13,581,524 13,477,005 99.2 — 13,477,005 99.2 Source: Borough general ledger. V 113 c:b4re( - 131 KODLUK ISLAND BOROUGH Demographic and Economic Statistics Last Teo Years Per Capita Percentage Calendar Perannal Personal School Unemployment Year Population(a) Income(c) Income(c) Enrollment(b) Rate(c) 2004 13,573 418,937,000 31,791 2,677 8.7 2005 13493 • 443,300,000 33,969 2,678 8.3 2006 13,457 469,512,000 35,860 2,718 7.3. 2007 13,664 506,398,000 38,733 2,636 6.0 2008 13,954 548,099,000 41,617 2,671 6.6 2009 13,860 577,818,419 41,690 2,598 7.2 2010 13,592 566,433,008 41,764 2,567 7.2 2011 13,870 NA (d) 2,543 6.9 2012 14,031 NA (d) 2,517 62 2013 14,041 NA (d) . 2,513 5.8 Sources: (a) State of Alaska,DCRA certified population. (y) Alaska Dept of Edoration,Average Daily Membership by Fiscal Year at sswwS1iuSusc,,altityl;t ta(GitiekEttelstAUNLt84L (c) Department of Luber using I up:Nliw:dithordai.a.tdaska.l'ovPoihP:n-ellalxlnln.cli ?s=l6,hu=0 (d) Pcr Capita Personal Income and Personal Income figures are not yet available for 2011 to 2013. Borough Population and Student Count 13,0001 10,000 f ! __It, —. Cp, 1 6 5,000 :ISikI 1 .: 2004 2005 200G 2007 2000 2009 2010 2011 2012 2013 u Population(a) e:School Enrollment P'f\°, CAC-2 138 Table 2.1 (continued) Population by Alaska Region, Borough, and Census Area, 2000 to 2012 Average Annual Nalural.lncrease 'Net;Migration. Rate of Change(Percent) (Births Minus Deaths) (In-Minus out-Migrants) 2000- 2010- 2000- 2010- 2000- 2010- Area Name 2010 2012 2010 2012 2010 2012 Alaska 1.2 1.4 73,645 17,064 9.654 5,003 Anchorage)Mal-Su Region 1.7 1.4 38,611 9,124 22,605 2,698 Anchorage.Municipality 1.1 1.1 31,547 7,258 -4 -242 Matanuska-Susima Borough 4.0 2.3 7.064 1,866 22,609 2,940 Gull Coast Region 0.6 1.2 5,666 1,303 -037 819 Kenai Peninsula Borough 1.1 1.1 3,305 799 2,404 557 it Kodiak'island Borough -02 1.4 P,616 i 356 -1,937 93 Valdez-Cordova Census Area -0.6 1,4 745 148 -1.304 169 Inlorior Region 1.4 1.2 13,687 3,124 920 -34 Denali Borough -0A 1.1 165 34 -232 11 Fairbanks North Star Borough 1.6 1.2 12,449 2.808 2.292 -46 Southeast Fairbanks Census Area 1.3 1.2 661 200 194 -11 Yukon-Koyukuk Census Area -1.5 0.7 412 62 -1.334 12 Northern Region 1.1 1.4 4,346 1,050 -1,690 -183 Nome Census Area 0.3 17 1.605 396 -1.309 -21 North Slope Borough 2.4 l.4 1,328 303 717 -9 Northwest Arctic Borough 0.4 1.1 1,413 346 -1.098 -153 Southeast Region -0.2 1.7 4,962 1,033 -6.360 1,726 Haines Borough 0.5 1.9 45 16 71 56 Hoonah-Angoon Census Area -1,8 1.2 81 21 -505 39 Juneau.City and Borough 0.2 2.2 2,540 511 -1,976 1,045 Ketchikan Gateway Borough -0.4 1.5 943 195 -1,533 266 Petersburg Census Area -1.1 1.4 113 44 -558 78 Prince of Walos-Hyder Census Area -1.0 1.7 403 94 -969 118 Sitha,City and Borough 0.1 1.0 650 116 -612 87 Skagway,Municipality 1.2 -0.3 63 14 43 -21 Wrangell,City and Borough -0.3 1.5 79 11 -156 68 Yakutat,City and Borough -2.0 -2.8 37 11 -183 -51 Southwest Region 0,4 1.5 6,373 1,430 -4,964 -23 Aleutians East Borough 1.5 1.2 122 32 322 54 Aleutians West Census Area 0.2 2.5 251 40 -155 280 Bethel Census Area 0.6 1.5 3,341 736 -2.375 -149 Bristol Bay Borough -2.3 -0.4 67 0 -328 -16 Dillingham Census Area -0.2 1.3 653 155 -728 -14 Lake and Peninsula Borough -1.1 1.1 125 39 -317 3 Wade Hampton Census Area 0.6 1.4 1.814 420 -1,383 -179 Note.`Tne large increase tot 2310 Census North Slope Borough population numbers is primarily due to 2010 Census counts of employees at remote v.-ork sites in the borough,wile were not counted there in past censuses. Sources:U.S.Census Bureau and Alaska Deparimem of Labor and Worklmco Development,Rasea20 and Analysis Section Alaska Population Overview • 2012 Estimates 43