FY2018-30 Adopting The Kodiak Island Borough Strategic Plan For The Years 2018-20231
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
Introduced by: Borough Assembly
Requested by: Borough Assembly
Drafted by: Borough Assembly
Introduced on: 03/22/2018
Adopted on: 03/22/2018
KODIAK ISLAND BOROUGH
RESOLUTION NO. FY2018-30
A RESOLUTION OF THE KODIAK ISLAND BOROUGH ASSEMBLY ADOPTING THE
KODIAK ISLAND BOROUGH STRATEGIC PLAN FOR THE YEARS 2018-2023
WHEREAS, a strategic plan consisting of priorities of the Borough is needed to guide the
budget process and ensure that the Assembly clearly communicates its priorities to Borough
staff and the public; and
WHEREAS, the Kodiak Island Borough Assembly conducted a strategic planning meeting on
Saturday, January 21, 2018 to determine the priorities for the Borough; and
WHEREAS, the Assembly identified five strategic directions for its strategic plan and desires
to adopt these by resolution.
NOW, THEREFORE BE IT RESOLVED BY THE KODIAK ISLAND BOROUGH ASSEMBLY
THAT the Kodiak Island Borough Strategic Plan for the years 2018-2023 is hereby adopted.
ADOPTED BY THE ASSEMBLY OF THE KODIAK ISLAND BOROUGH
THIS TWENTY SECOND DAY OF MARCH, 2018.
KOD�A"L G'/ ND BORO GH
Daniel A. Rohrer, Borough Mayor
V
Nova M. Javier, MMC, Borough Clerk
UNANIMOUS VOTES:
Ayes: Kavanaugh, Schroeder, Skinner, Smiley, Symmons, Van Daele, Crow
Kodiak Island Borough, Alaska Resolution No. FY2018-30
Pane 1 of 4
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
STRATEGIC PLAN
(FISCAL YEARS 2018-2023)
PURPOSE
The Kodiak Island Borough government exists to provide effective and efficient government
services within our powers and duties that will improve the quality of life in our community.
ENVISIONED FUTURE 2030
Citizens have entrusted the Kodiak Island Borough government with powers that promote a
vibrant, diverse, and healthy economy and community centered on Kodiak's unique assets like
our natural resources, people, and history. This includes a focus on a reasonable cost of living
and a great quality of life where diverse cultures and viewpoints come together; and an engaged
community of citizens who are working, living, and thriving together.
STRATEGIC DIRECTION
1. ENCOURAGE LAND AND NATURAL RESOURCES MANAGEMENT FOR MAXIMUM
BENEFIT OF BOROUGH CITIZENS.
a. Review Comprehensive Plan to ensure it is current and accurate, then develop land plan
consistent with the Comprehensive Plan to maximize potential for our community's
economic growth and quality of life.
b. Create a long range natural resource development plan.
2. OPTIMIZE THE EFFECTIVE USE OF COMMUNITY RESOURCES AND ASSETS
THROUGH PARTNERSHIPS FOR THE BENEFIT OF BOROUGH CITIZENS.
a. Explore ways to collaborate with local governments to capitalize on community
partnerships through fostering positive relationships with cities, school district, service
areas, tribes and rural communities within the borough.
b. Work in partnership with State and Federal Agencies.
c. Promote a culture of public trust of elected officials, appointed officials, and staff through
involvement of all citizens, and strive to ensure all citizens feel comfortable, empowered
and desirous of participating in local government.
3. FOSTER RESPONSIBLE ECONOMIC GROWTH THROUGHOUT THE BOROUGH.
a. Promote economic development policies that enhance a diverse economy and business
development.
b. Advocate for a healthy and vibrant fisheries industry.
c. Advocate for enhancement of local resources such as Kodiak based seafood and marine
science and education opportunities, tourism, agriculture, energy, Pacific Space Port,
mineral extraction, etc.
d. Encourage options to meet the local need for housing affordable for citizens with
financial capacities.
Kodiak Island Borough, Alaska
Resolution No. FY2018-30
Pana 9 of 4
89 14. PROMOTE FISCAL POLICIES THAT ENSURE STABILITY AND RESPONSIBLE
90
GOVERNMENT
91
a. The Borough Assembly will be prudent in deliberations on revenue required to fund
92
Borough operations.
93
b. Balance expenditures to revenues on an annual basis to ensure the health of our
94
community.
95
c. Foster public understanding of borough finances and operations.
96
d. Periodically review the long-term solid waste plan and revise as necessary.
97
98
5.
PROVIDE EFFICIENT, EFFECTIVE, AND RESPONSIVE PROCESSES REFLECTIVE OF
99
A HIGH PERFORMING GOVERNMENT
100
a. Evaluate opportunities for restructuring local government (e.g., consolidation or other
101
options available under Alaska law).
102
b. Understand the service area boards activities and borough's responsibility in regards to
103
service area boards.
104
c. Seek ways to integrate committees in borough and city that maximize participation and
105
capacity.
106
d. Provide clear and concise direction to committees on an annual basis.
107
108
2018 Priorities
109
(Not in Priority Order)
110
1.
Focus on staffing structure and ensure a smooth transition for new key leaders.
111
2.
Establish expectations and accountability for each committee, and ensure codes and roles
112
are clear and understood by members.
113
3.
Explore ways to collaborate with local governments to capitalize on community partnerships
114
through fostering positive relationships with cities, school district, service areas, tribes and
115
rural communities within the borough, seek opportunities for restructuring or consolidation
116
with expectations to have a report at year's end on opportunities for restructuring or
117
consolidation and progress made on joint committees, shared staffing.
118
4.
Identify potential policies for adoption to enhance economic development.
119
5.
Develop a catalog of all available land to begin the process of developing a comprehensive
120
land plan.
121
6.
Look into cost of securing specialist(s) to forecast and recommend the most viable economic
122
strategies.
123
124
Suggested Metrics For Measuring Outcomes of Priorities
125
1.
(Including measures such as)
126
• Every quarter present information to the assembly on jobs filled -open.
127
• Have all new staff leaders address the assembly
128
• At end of year complete final report describing the transitions with candid feedback, in
129
exec session, to the assembly if all positions were successfully filled with the right
130
people.
131
2.
(Including measures such as)
132
• Develop clear expectations for each committee
133
• Have clear "job descriptions" for all members of each committee.
Kodiak Island Borough, Alaska Resolution No. FY2018-30
Pane 3 of 4
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
• Establish priorities, from the assembly, for issues to review and expectations for every
committee; the committee could adopt additional priorities as they see needed.
• Work to integrate at least (#?) of committees between borough and city.
3. (Including measures such as)
• Seeks to establish an ad hoc joint committee of assembly and council members to meet
regularly to ensure maximum coordination occurs with current structures.
• Meet with other entities such as tribes and/or KANA to better coordinate with tribal
citizen governments
• Meet with Coast Guard officials on ways to better coordinate.
• Determine if it is time to seek an independent review of data and options for increased
re -organization and/or consolidation.
4. (Including measures such as)
• Ask staff or assembly members to recommend specific policies to enhance economic
advantages.
• Identify (#?) policies to introduce for assembly vote.
5. (Including measures such as:)
• Have staff continue efforts to develop the land catalog.
• At specific time complete and review the catalog.
• Assembly spends time to better understand the Comprehensive Plan and what benefit
there would be in a land plan.
• Discuss need and timing to implement a more comprehensive land plan.
6. (Including measures such as:)
• Establish a scope of work for an economic analysis that would benefit the assembly's
understanding of viable options and trends.
• Develop an RFP to understand the cost of project desired.
Borough Assets
Identified by the Assembly
Top Three
• People
• Natural Resources
• History/Culture
Supportive Assets
• Energy Infrastructure
• Fishing Industry with Diverse Species
• Coast Guard
• Overall Infrastructure
• Diverse Economy
• Schools
• Location/Environment/Place
• Weather
• "Make it Work" Attitude
• Self Sufficient AND Work Well Together
Kodiak Island Borough, Alaska
Resolution No. FY2018-30
Pane 4 of 4