2009-01-10 Strategic Planning Work SessionKodiak Island Borough
Assembly Work Session
Saturday, January 10, 2009, 9:00 a.m., Kodiak Fisheries Research Center
Work Sessions are informal meetings of the Assembly where Assembly members review the upcoming regular meeting agenda
packet and seek or receive information from staff. Although additional items not listed on the work session agenda are discussed
when introduced by the Mayor, Assembly, or staff, no formal action is taken at work sessions and items that require formal
Assembly action are placed on regular Assembly meeting agenda. Citizen's comments at work sessions are NOT considered part of
the official record. Citizen's comments intended for the "official record" should be made at a regular Assembly meeting.
CITIZENS' COMMENTS (Limited to Three Minutes per Speaker)
ITEMS FOR DISCUSSION
1. Overview by Dr. Murat Balaban — Director of the Fishery Industrial Technology Center
2. Review Draft 2009 Strategic Plan
MANAGER'S COMMENTS
CLERK'S COMMENTS
MAYOR'S COMMENTS
ASSEMBLY MEMBERS COMMENTS
Page 1 of 1
Attachment B - Haines RFA Alternative — Redesignation of Crab ITQs
t i oh z;n.es ®alasita co qy2 -0345
Attn: North Pacific Fisheries Management Council
RFA Proposal
For BSAI Crab Rationalization Modification
Problem Statement
• The BSAI Crab FMP has created an unnatural imbalance in the most basic economies of
traditional fishing communities. By privatizing access rights this prototypical management
regime has encouraged quota holders (esp. those with passive financial interests), to use
access lease fees to extract value from the resource at a rate much higher than their
traditional share. The result is less money in fishing communities and less opportunity for
active fishermen. (See Appendix A —BSAI Crab Rationalization 3 -Year Review Draft
Social Impact Statement)
To mitigate unintended economic harm to working fishermen a Regional Fishery
Association (RFA) should be created for the benefit of skippers and crew (Boots On Deck
Fishermen).
Regional Fishery Association as defined in MSA:
➢ The term Regional Fishery Association, in the context of Limited Access Privilege
Programs under the Reauthorized Magnuson Stevens Act, means an association formed
for the mutual benefit of members --
A) To meet social and economic needs in a region or sub region;
B) Comprised of persons engaging in the harvest or processing of fishery resources in that
specific region or sub region or who other vise own or operate businesses substantially
dependent on a fishery.
Q: What would the RFA do?
The RFA would simply distribute quota to BODF on a yearly basis based on active
participation with no ownership rights, access fees or landing restrictions. In this way
working fishermen could receive their traditional share for the crew quota thus restoring
some of the value of the resource to these users, and hence to their communities.
Q: Where will the quota for the RFA come from?
Quota will be redesignated gradually to minimize harm to those with a significant investment of
the present program.
Quota would be redesignated in three ways:
1. A portion of existing "A" and "B" shares will be immediately redesignated as Skipper/
Crew RFA Quota.
Option A: 5%
Option B: 10%
•
Attachment B - Haines RFA Alternative — Redesignation of Crab ITQs
Option C: 15%
2. All yearly increases in TAC will be designated Skipper /Crew RFA Quota not to exceed the
traditional skipper /crew share as defined by EDR data.
Option A: Capped at 5% of total TAC per year
Option B: Capped at 10% of total TAC per year
Option C: Capped at 15% of total TAC per year
3 All holders of crab quota will be required to show a significant `at -sea' investment in the
industry, or to divest themselves of said quota at a time certain
Option A: Staggered, 2 yrs, 3 yrs, 4 yrs
Option B: Staggered, 3 yrs, 5 yrs, 7 yrs
Option C: At single time certain:
Suboption A: 2 yrs
Suboption B: 3 yrs
Suboption C: 4 yrs
At the time of transfer a share of the transferred quota shall be redesignated as
Skipper /Crew RFA Quota.
Option A: 5%
Option B: 6%
Option C: 7%
This process might best be initiated with NPFMC/NOAA staff work that would define the
legal structure of a Regional Fisheries Association.
Outreach to working fisherman's organizations in other regions such as the Pacific Coast
Federation of Fishermen's Associations in the Pacific region will help in developing a
consistent national LAPP policy that works both for fish and fishing communities.
Terry Haines, Crewmembers Assn. representative, 907 - 942 -0365, yohaines @alaska.com
di
1 - Current Situation
Kodiak's Economy
— Fisheries
— Coast Guard
— FITC
— KFRC
— New ADFG facility?
— Tourism
— Other
c
0
E
150
c 100
0
World fisheries
FAO 2006
0
Total capture World TOTAL
Total aquaculture
NI 2000
ri 2001
■ 2002
NM 2003
0 2004
II 2005
1
Production by countries, 2001
50
40
30
o
G
220
10
0
TOTAL Catch
Aquaculture
▪ China
❑ Peru
▪ India
• Japan
in U.S.
▪ Indonesia
MI Chile
Pacific Coast
696%
Production in the US
Amount: metric tons
Hawa
0 3%
Great Lakes
02%
New England
7.9%
Middle 511antic
22%
Chesapeake
50%
South Mange
11%
009
3.5%
Alaska 2.5 M metric tons = 57.1 %
• New England
❑ Middle Atlantic
▪ Chesapeake
E l South Atlantic
▪ Gulf
▪ Pacific Coast
• Great Lakes
• Hawaii
Pacific Coast
44 4%
Great Lakes 63003 i
0.3% ft 1.7%
Value: 1000 $
166%
Alaska $1.34 B = 33.6%
▪ New England
❑ Middle Atlantic
▪ Chesapeake
■ South Atlantic
▪ Gulf
• Pacific Coast
▪ Great Lakes
▪ Hawaii
2
Z
Seafood Industry in US
• 83% of seafood consumed in the U.S. is
imported
Seafood Industry in Alaska
• Alaska is a rare state that exports seafood
• The largest private employer in the state
• More than 300 large and small firms
Alaska's International Exports 2005
xet.r.e eseew.. Notal, Onneaf Me,.«>sr..
se•e %
Minerals
14
Eaeigt
Fertilisers
Precious Merak Rood { 8•.
2% 01Mr dye t
4% fie
3
Important US ports, 2006
Port
Landings Value, $M
New Bedford, MA
281.2
Dutch Harbor - Unalaska,
AK
165.2
Kodiak, AK
101.4
Z
Seafood Industry in US
• 83% of seafood consumed in the U.S. is
imported
Seafood Industry in Alaska
• Alaska is a rare state that exports seafood
• The largest private employer in the state
• More than 300 large and small firms
Alaska's International Exports 2005
xet.r.e eseew.. Notal, Onneaf Me,.«>sr..
se•e %
Minerals
14
Eaeigt
Fertilisers
Precious Merak Rood { 8•.
2% 01Mr dye t
4% fie
3
What is our vision for fisheries?
• Since Kodiak depends heavily on
fisheries, what is our vision of where
fisheries is going?
— Globalization
— Climate change
— Changes in demand
— Competition from international sources
— Competition from aquaculture
— Other
10
Kodiak Daily Mirror
• January 6, 2009
"Lower cod, crab limits challenge fleet"
2 - Energy
• How will Kodiak change when the barrel of
oil reaches $400, or $500?
— Impact on fisheries
— Impact on shipping
— Impact on tourism
— Impact on quality of life
• How can we work towards energy
independence?
12
O
4
3 - Community
• What type of people would Kodiak like to
attract to live and work here?
• Why those people should want to come
here?
• What does Kodiak need to do to attract
those people?
• How can we attract entrepreneurs?
13
4 - ARRV
• Alaska Regional Research Vessel
http://www.sfos.uaf.edu/arrv/
• Will attract research funds ($9M /yr),
qualified people, support businesses
• Serious bid from Kodiak for home port
needs to be considered, with the help of
our representatives.
14
ARRV Status
• With National Science Board approval of
the Final Design Review at their May 2009
meeting, NSF will request the balance of
the construction money from Congress
next year. If the schedule holds, the
ARRV will be delivered to UAF in 2013.
15
5
5 - Education
• "The world is flat"
• How will our children compete in the new
world?
• Education is the key:
— Not only knowledge
—What to do with the information
— Entrepreneurship
— Connections, and a culture of cooperation
16
How do we integrate education?
• K- 12- 14- 16- 20- 24 -.....
• How do we communicate and coordinate
with Kodiak College, FITC, KFRC,
17
Where do we want to be?
In 5 years — in 10 years..
• Economic diversity
• Energy independence
• Excellent schools / education
• Livability
How do we organize to get there?
18
6
Characteristics
ARRV
Overall Length
236 feet
Draft
18 feet
Beam
52 feet
Performance
Speed, Calm Open Water
14.2 knots
Endurance
45 days
Ice - breaking
2.5 feet at 2 knots
Capacities
Scientist Berths
26
Crew Berths
17 -20
Science Labs
2100 square feet
Science Storage Vans (8'x20')
2 -4 vans
Deck Working Area
3690 square feet
Fresh Water Storage
13,400 gallons
Water Making Capacity
6000 gallons /day
Fuel Capacity
179,000 gallons
Disability Accommodations
Yes: labs, galleys, staterooms
August 2007
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UAF School of Fisheries Alaska Region
and Ocean Sciences Research Vesse
ALASKA REGION RESEARCH VESSEL
After 30 years of planning and development, the University
of Alaska Fairbanks has been awarded the first phase of
funding for the construction of the Alaska Region Research
Vessel, a 236 -foot, $123 - million ice - capable vessel to
support research in high latitudes.
The National Science Foundation announced the $2.5
million award in early August. It will fund the first of four
phases of construction of the research vessel. The ARRV will
be owned by NSF and operated by UAF on behalf of the
entire ocean sciences community, through the University -
National Oceanographic Laboratory System (UNOLS).
Funding for the remaining phases is contingent upon UAF
satisfactorily meeting designated milestones. The estimated
completion date for the vessel is 2011.
A graduate student collects oceanographic data while on UAF's
previous research vessel, the Alpha Helix. Photo: Sarah Thornton.
QUICK FACTS ABOUT THE ARRV
A computer - generated rendering of the 236 foot Alaska Region Research Vessel by
The Glosten Associates.
The new vessel will open up the ice - choked waters of the
Alaska region to scientists from all over the world, said Terry Whitledge, director of the Institute of Marine Science at the UAF
School of Fisheries and Ocean Sciences and the project leader.
In addition to its ice - breaking capabilities, the ARRV will allow researchers to collect sediment samples directly from the
seafloor, host remotely operated vehicles and use a suite of flexible winches to raise and lower testing equipment throughout
the water column.The ship will also be able to transmit real -time information directly to classrooms all over the world. The
ARRV will accommodate 26 scientists and students at a time, including those with disabilities.
UAF is an AAJEO employer and educational institution.
www.sfos.uaf.edu /arry
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UAF School of Fisheries Alaska Region
and Ocean Sciences Research Vesse
August 2007
With its ability to penetrate the polar and sub -polar regions, the ARRV
will allow scientists and graduate students to study global issues, such
as sea -level rise and climate change and the effects of both on the
coastal and arctic ecosystems.
Research in the Alaska region is particularly important because of
the high productivity of the continental shelves and the livelihood of
thousands of Alaskans directly connected with the health of Alaska's
fisheries. The waters of the Bering Sea and Gulf of Alaska produce more
than half of the U.S. total annual fish catch.
As the first vessel in the UNOLS fleet with significant fisheries research
capability, scientists on board the ARRV will be able to investigate a
variety of fisheries issues, including the response of Alaska's fisheries to
climate change.
The ARRV will open up the icy waters of polar regions
to more university scientists. Photo courtesy of Bodil
Bluhm/Rolf Gradinger.
UAF Chancellor Steve Jones sees the award as an important
accomplishment for UAF during the International Polar
Year, a major global initiative among scientists to better
understand the polar regions of the Arctic and Antarctic.
Learn more about the ARRV and view flyby
animations at www.sfos.uaf.edu /arrv.
For more information, please contact:
Terry Whitledge, Director, Institute of Marine Science
School of Fisheries and Ocean Sciences
University of Alaska Fairbanks
Tel: (907) 474 -7229
E -mail: terry @ims.uafedu
Although the ARRV may be used in other polar and sub -polar
regions, the vessel's planned primary operating area is in the
productive and diverse waters surrounding Alaska.
According to UAF's
proposal, the ship will be headquartered out of the Seward Marine Center.The
vessel's size will require the university to build a new, all- weather dock and
additional support facilities at the center.
The ARRV was designed in 2004 by The Glosten Associates, a group of marine
architects located in Seattle. It was developed as a replacement for the RN Alpha
Helix, a 133 -foot research vessel that was built in 1966 and officially retired last
year.
Mike Prince, executive secretary for UNOLS, an organization of academic
institutions that oversee the national academic fleet of research vessels, says that
the ARRV is like "a field of dreams"
"The ARRV will provide new opportunities for U.S. scientists and their colleagues
worldwide to work in the rich and varied waters of Alaska without having to bring
a ship from elsewhere at great expense, "said Prince. "The academic research fleet
has long been missing a fully capable year -round vessel in Alaska waters, which
has made the scheduling of research and educational projects difficult and has
limited the ability of scientists to request field work in Alaska"
Oceanographers use a CTD profiler on board the RN Alpha Helix. Photo
credit: Tom Kline.
UAF is an AA/EO employer and educational institution.
University of Alaska Fairbanks
TY ALASKA REGION RESEARCH VESSEL
llNIVERSl Of
ALASKA
F A I R B A N K S Economic Value for Alaska
SUMMARY
After 30 years of planning and development, the University
of Alaska Fairbanks has been awarded the first phase of
funding for the construction of the Alaska Region Research
Vessel, a 236 -foot, $123 - million ice - breaking vessel
capable of working in the Gulf of Alaska, the Bering Sea
and venturing deep into arctic waters. The vessel, funded
by the National Science Foundation, will be docked in
Seward, Alaska.
As the first vessel in the
U.S. academic fleet with
the ability to support
significant research
by fisheries scientists,
the ARRV will carry
fisheries experts into
Alaska waters to study
the state's vast and vital
marine resources. Alaska will not only have the prestige
of operating the most advanced academic research
vessel in the world, but will also receive many tangible
socioeconomic, scientific and educational benefits.
ECONOMIC BENEFITS
With an anticipated yearly cash flow of $8,000,000, the
ARRV is big business for Alaska. The day rate for the ARRV
will be in excess of $30,000 per day and is anticipated to
operate 270 days per year; 270 x $30,000 = $8,100,000.
The salary cost for the crew and support staff (all UAF
employees) is almost one third of the total with another
$2,500,000 used to purchase fuel and food. Operating this
vessel also allows the university to operate the Seward
Marine Center with eight employees and a budget of
$707,000 in FY08.
TOURISM BENEFITS
Oceanography and fisheries scientists from around the
U.S. and the world will travel to Alaska to conduct their
research on board the ARRV. The vessel will carry up to 26
scientists on each cruise. With up to 20 cruises per year,
this potentially adds more than 400 scientists to Alaska's
yearly tourist rosters. If 200 stay for four days to enjoy the
beauty of our state, this would generate an additional
$300,000 in tourist dollars. In addition, the vessel would be
docked next to the Alaska SeaLife Center allowing visitors
to see the advanced scientific capabilities of Alaska's
university system.
A computer - generated rendering of the 236 foot Alaska Region
Research Vessel by The Glosten Associates.
RESEARCH BENEFITS
For the first time in Alaska's history, University of Alaska
scientists will have direct access to the most advanced
"floating laboratory" in the nation. UA faculty will be
able to conduct sophisticated oceanographic, fisheries,
biological and mineral exploration studies in waters
previously inaccessible to them, including research in
support of oil exploration in Alaska's waters.
Access to the ARRV will give UA faculty, researchers and
graduate students a competitive edge in their applications
for federal research grants and contracts. Currently, the
UAF School of Fisheries and Ocean Sciences receives more
than $16,000,000 in research funding each year. With
access to the ARRV, this number could easily increase by
several million dollars.
EDUCATIONAL AND OUTREACH BENEFITS
Operating the ARRV from Alaska will help the University of
Alaska train more undergraduate and graduate students
in oceanography and fisheries. With appropriate funding,
the ARRV could also bring K -12 teachers out to sea to gain
direct experience of marine science research, allowing
them to introduce new material into their science curricula.
The vessel would also be available to the Alaska Vocational
Technical Center for training purposes.
The size of the ARRV will also allow news reporters to
accompany scientists on expeditions and report directly
from the vessel in real time using the modern satellite
communications system on board. These outreach
activities will generate more exposure for Alaska's ocean
and fisheries issues, which will aid advocacy efforts for
reasonable management of Alaska's marine resources.
For more information about the Alaska Region Research Vessel, please visit www.sfos.uaf.edu /arrv.
Prepared by Denis Wiesenburg, Dean, UAF School of Fisheries and Ocean Sciences
September 2007. Contact: wiesenburg @sfos.uaf edu. (907) 474 -7210
1
STRATEGIC PLAN
(FISCAL YEARS 20095 - 20132)
Adopted by the Kodiak Island Borough Assembly
Resolution No. FY20098 -XX22
KODIAK ISLAND BOROUGH'S MISSION, VISION, AND GUIDING PRINCIPLES
I. MISSION
To provide quality service to the public in a fiscally responsible manner while fulfilling
Borough responsibilities and exercising powers required by Alaska Statute Title 29 and the
Kodiak Island Borough Code of Ordinances.
I1. VISION
The Kodiak Island Borough Government is trusted and respected as a leader in providing
the highest quality of services to the public in a cost effective, efficient manner that is open,
dynamic, and focused.
III. OUR GUIDING PRINCIPLES
• ACCESSIBILTY
All citizens and employees throughout the Borough, regardless of abilities, will have
ready access to our services and facilities. Language and culture will not be barriers. Our
operations will be open to the public and will ensure fair and equitable treatment for all.
• ACCOUNTABILITY
We will ensure public funds will be administered as required by State and Federal laws,
in a manner that maximizes services in balance with available resources. We will do so in full
accordance with the law and in the public interest with the highest degree of integrity.
• CUSTOMERS
We will operate in a customer - driven manner both internally and externally with a focus
on treating all persons with courtesy and respect. We will strive to provide the highest quality
service and ensure customer satisfaction.
• DIVERSITY
We will treat all citizens with dignity and respect. We will demonstrate through our
actions an understanding and appreciation for cultural diversity and individual differences.
Under no circumstances will harassment or discrimination of a sexual, religious, or racial nature
be tolerated.
Kodiak Island Borough Resolution No. FY2009& -xx22
Page 1 of 10
• VALUED EMPLOYEES AND VOLUNTEERS
We will enable and encourage employees and volunteers to self manage their work with
the expectation that they are accountable for their decisions and actions. We will strive to
provide and maintain quality- working conditions along with providing the resources necessary
for success. While recognizing the importance of each member's contributions to the operation,
we will nurture teamwork and recognize and reward hard work, creativity, and innovation.
• PURSUIT OF EXCELLENCE
We are committed to quality and excellence, will strive for continuous improvements and
creativity, and will not be satisfied with "that's the way we have always done it."
• MISSION - DRIVEN
We will focus our efforts on the mission of the Kodiak Island Borough and not allow
needless rules and bureaucracy to get in the way of accomplishing our objectives. Flexibility and
responsiveness, with accountability, will be the principal boundaries of our operation.
• INTEGRITY, LOYALTY, AND TRUST
Ethical conduct is paramount and we will work to create an environment of trust and
loyalty based on open, honest, and positive interactions with whomever we have contact.
• STEWARDSHIP
We are committed to and expect the most efficient use of the public's resources and will
strive to maximize the life, value, and utility of the public property under our trusteeship.
• TEAMWORK
We will work professionally and cooperatively together as a team with a spirit of mutual
respect to accomplish our mission, recognizing the important contributions and solutions each
member can bring to the operation.
IV. KODIAK ISLAND BOROUGH GOALS
The Kodiak Island Borough was created as a regional government to serve the public by
financing and administering the primary functions of Education, Assessment and Collection of
Taxes, Land Use through Planning and Zoning, Mental and Physical Health, and General
Administration. Other services include Solid Waste Collection and Disposal, Parks and
Recreation, Economic Development, and Animal Control. It is our overall goal to provide these
services in an efficient and cost effective manner, taking into consideration a staffing and
funding plan that strives for public satisfaction. The following strategies are designed to
accomplish these goals and are modified annually to be used as a foundation for the design and
implementation of the Kodiak Island Borough's annual budget.
V. KODIAK ISLAND BOROUGH'S CORE STRATEGIES
Overall strategic theme: To build and maintain credibility, trust, and accountability to the
public. We must continually work to improve our services and allocate our resources wisely. We
must listen carefully to our citizens and to fully and effectively inform them of how our actions
are addressing their needs and concerns.
Table of Powers
MANDATORY POWERS
A. Education
B. General Administration and Finance
1 Kodiak Island Borough Resolution No. FY20098 -xx22
Page 2 of 10
C. Tax Assessment and Collection
D. Planning and Zoning
1 Kodiak Island Borough Resolution No. FY2009& -xx22
Page 3 of 10
1
ADOPTED POWERS
E. Emergency Services Planning
F. Community Health (restricted area- wide)
G. Solid Waste Collection and Disposal (non area -wide, outside cities, except
Kodiak)
H. Parks and Recreation (non area -wide, outside cities)
I. Economic Development (non area -wide, outside cities)
J. Animal Control (non area -wide, outside cities)
K. Road Maintenance and Construction (service areas)
L. Street Lighting (service areas)
M. Fire Protection and First Responder Emergency Medical Services (service
areas)
A. Education Goals and Objectives
1. Pursue increased funding at the state and federal level to offset the local cost for
education.
a. Maintain a vigilant and active lobbying effort to ensure a strong voice for education at
the state and federal level.
b. Continue to actively participate and support regional organizations such as the
Alaska Municipal League and the Southwest Alaska Municipal Conference as
vehicles for increased funding for education.
c. Continue to support and pursue statewide Borough formation and school district
consolidation in order to create a fairer distribution of the cost of education.
d. Support legislative efforts to adopt cost differential foundation formula program that
will address the additional cost of education in rural areas.
e. Encourage the Legislature to forward fund education.
2. Continue to improve on our positive and cooperative working relationship with the KIBSD
to maximize efficiency and positive outcomes.
a. Annually review all in -kind projects and operations prior to budget preparations by
both bodies, and stipulate service types, levels and agreed costs and financial plans.
b. Annually review with KIBSD all facilities and generate a comprehensive needs and
condition survey for incorporation into Item A.2,-a. which documents a short (one
year) and long (six -year) plan to address funding, staffing, and projects to address
any deficiencies for each facility.
c. Create a long -term fiscal plan for budget purposes that deals with the contribution
cap and the fiscal shortfalls projected that minimizes negative impacts on school
district operations and ensures solid educational programs and adequate
maintenance and operations of school facilities.
d. Seek cooperative solutions to educational needs that are balanced, sustainable, and
effective.
3. Continue with the current momentum towards addressing the physical condition and
safety needs of educational facilities to ensure safe, healthy, and well- maintained
facilities that are conducive to a positive learning environment.
a. Develop and proceed with the planning, design, and construction of school and
related capital improvements as approved by the voters.
b. Continue to seek funding for student safety projects including safe student access to
school facilities.
1 This adopted power is restricted to Hospital and Mental Health services only.
1 Kodiak Island Borough Resolution No. FY20098 -xx22
Page 4 of 10
c. Seek additional funding for capital improvements approved by the voters and not yet
constructed due to significant construction cost increases since voter approval and
sale of bonds.
d. In conjunction with the school district, develop program plans that will improve
maintenance and guide facility planning into the future.
e. Develop a funding strategy that assures maintenance needs are adequately funded.
4. Aggressively pursue a vocational educational program that addresses regional needs
and includes a cooperative effort between educational providers. This program will
include the renovation of the existing voc -ed facility and the addition of a community voc-
ed facility that is integrated with the needs of the KIBSD and the Kodiak College with a
goal of providing training and skills to address the needs of the local economy. Continue
to support educational solutions between the College and KIBSD that generate training
and educational opportunities that assist transition from school to work.
a. Work with stakeholders to generate a listing of local labor needs to ensure training
funds are appropriate and focused.
b. Continue to work with the Kodiak Island Borough School District in the "Career
Pathways" program to ensure student needs are met and to coordinate with Kodiak
College.
B. General Administration and Finance Goals and Objectives
1. Create a Tong -term fiscal plan that incorporates KIBSD funding and maintenance costs
for all Borough operations including enterprise funds.
a. Create a long -term fiscal plan to produce a reliable and comprehensive plan
reflecting assumptions and fiscal projections under the current fiscal and political
environment.
2. Continue to provide reliable and competent accounting services to all Borough
operations and departments and ensure timely reconciliation of all accounts receivable
and payable.
a. Continue to protect the corpus account of the Facilities Fund to offset the need for
increased taxation.
b. Safeguard Borough assets through an investment program that stresses safety of
principal as a priority but still yields sufficient returns on investments to offset the
need for tax dollars
3. Annually examine user fees during the budget process to ensure the fee structure fairly
reflects the cost of providing special services or objectively quantifies general fund
subsidies for Assembly consideration.
a. Ensure all user fees cover the actual cost of providing the service unless a lower
level of funding has been approved by the Assembly to minimize general fund
subsidies of special services.
4. Increase the volume and quality of public information and education using all forms of
media in a cost - effective manner that allows for interactive or two -way communications.
a. Expand and maintain a quality web page -site that allows for access to public interest
in items such as meeting schedules, minutes, and agendas, review items, along with
a fully functional Geographic Information System that can be manipulated by layers
to show trails, wetlands, land ownership, evacuation plans and additional links to
other public resources.
b. Provide the Assembly and public with accurate and timely financial reports that
reflects the Borough's financial position in a user - friendly format.
1 Kodiak Island Borough Resolution No. FY2009& -xx22
Page 5 of 10
c. Use technology to increase communication between Kodiak Island communities.
5. Maintain a low inventory of tax - foreclosed property through regular sales that minimizes
negative community impacts.
a. Ensure all properties are reviewed and selected for documented public purposes
prior to disposal in a timely manner.
6. Continue to work with municipalities and other service providers to increase efficiencies
and cooperation that will lower costs to the citizens.
a. Continue to pursue efficiencies by utilizing municipal services in a cooperative
manner with all municipalities.
b. Continue to review and evaluate all options for providing superior services through
consolidation, annexation, unification or other methods that may maximize
efficiencies.
c. Enforce road service area powers and operations.
d. Educate the public on how a neighborhood fits into service area powers and
procedures.
e. Establish a process that would develop roads in a cost effective manner.
7. Continue to review and implement land management strategies for public owned lands.
This includes land sales that are in balance with the real estate market and provide the
transfer of developable public lands to the private sector in an equitable and cost -
effective manner. Reserve KIB land for public recreation (hunting, hiking, berry picking, 4
wheeling, etc.).
a. Evaluate all Borough land on a regular basis and conduct a sale of land that is
appropriate for development and in demand.
8. Operate and maintain Borough facilities in a safe, healthy, and attractive manner that
creates a positive environment for the community and ensures safe and reasonable
access for all citizens including the physically impaired.
a. Ensure lease rates of Borough facilities generate sufficient revenues to pay for
adequate operational and maintenance expenses.
b. Identify and seek funding sources to evaluate Borough facilities to ensure
earthquake survivability.
c. Ensure that all Borough buildings are brought into ADA compliance during
renovation.
d. Work cooperatively with local government entities to develop a sustainable facilities
replacement plan.
9. Develop and implement a methodology to systematically review and evaluate Borough
operations.
a. Review and update the Personnel Rules and Regulations.
C. Tax Assessment and Collection Goals and Objectives
1. Continue to provide a comprehensive taxation and assessment program that is fair and
equitable for all citizens that assesses values of all properties at market value and
provides adequate funding to accomplish the mission statement.
a. Review all forms of taxation to ensure 100% inclusion.
b. Continue to review the property inventory to ensure valuations and data are current.
2. Review taxation options with an eye towards diversification of taxation in order to spread
the tax burden as much as possible.
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a. Review policy that excludes property from taxation in road service areas if the
property fronts on a state ROW.
b. Review taxation policies on commercial tourism activities.
3. Complete the implementation of a comprehensive Geographic Information System (GIS)
for the Borough.
a. Extend the base map layer in the geo database beyond the road system to include
the entire borough.
b. Synchronize the GIS map with the property records in the assessing department
database, enabling the generation of maps displaying any given selection of legal or
physical property characteristics.
c. Set up a web server to which the database will be copied nightly, giving the public
continuous access to up -to -date property records and user - defined maps.
D. Planning and Zoning Goals and Objectives — Community Development
1. Create a quarterly joint review process with the Planning and Zoning Commission to
review existing issues and new initiatives related to planning and zoning.
a. Create an incremental training program and curriculum for Planning and Zoning
Commissioners that addresses both the legal and community responsibilities of the
Planning and Zoning Commission and recognizes the need for continued talent and
expertise at this level.
b. Facilitate the attendance of new commissioners to New Commissioners training
programs, along with subscription services to appropriate planning books and
periodicals along with building up the existing in house media library.
c. Provide through the Borough clerk's office training for the proper and legal process
for meetings to ensure fair and equitable treatment of Borough citizens.
d. Review National Flood Insurance Program.
2. Maintain and update the Comprehensive Plan on a regular basis with public input and
review for update and incorporation of the various area plans.
a. To the extent possible, merge the values of the Coastal Zone Management
Pceg FamManagement Program with the Kodiak Island Borough Comprehensive Plan
to provide borough -wide policy guidance on land use and planning issues that
promotes efficient use of resources and which is concise and easy to understand by
the public.
3. Review existing zoning ordinances with a focus on minimizing the amount of zones
where possible to mitigate confusion and simplify zoning administration.
a. Review adopted subdivision codes (Title 16) and zoning districts (Title 17) to ensure
that they are appropriate and focused on the needs and direction provided by the
newly adopted comprehensive plan.
b. Periodically review the inventory of public and private land that is available for
development by zoning district in order to determine whether there is adequate land
within the various zoning districts to provide for the needs of all borough residents.
c. Review and analyze area zoning to determine the need and potential placement of
various zoning districts where needed to meet the diverse needs of all Kodiak Island
Borough residents.
4. Continue to work towards high quality service delivery with reasonable staffing levels by
encouraging the efficient use of existing assets and by vigorously pursuing state /federal
planning grants.
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a. Seek out and utilize other State and Federal planning programs and integrate them
with existing Borough planning needs to maximize resources.
5. Review the Building Inspection Program to ensure an efficient and cost effective
program for the community.
E. Emergency Services Planning - Community Development
1. Continue to work with the City of Kodiak and other emergency responders in providing
up -to -date emergency plans.
a. Continue to seek out and implement grant programs to aid in funding the update of
emergency plans, responder's equipment purchases, and training opportunities.
b. Provide opportunities to ensure that all emergency personnel and Incident Command
Center staff are fully trained to perform their tasks in the case of emergency.
c. Continue to educate the public as to responses and procedures in the cases of
emergency.
d. Review and update tsunami sirens on Kodiak Island.
Community Health Goals and Objectives
1. Create long -term facilities Master plan for the Counseling Center.
a. Working with the consultant and advisory groups to create a long -term plan for health
facility maintenance and construction to serve the needs and changing
demographics of the community.
b. Seek out additional gGrant °Opportunities.
2. Seek to acquire sufficient land to support future Hospital growth that is reflective of the
long -term facilities plan for the Hospital.
a. Utilizing the product of E. -1.a., seek to acquire sufficient land to serve any future
construction needs.
b. Complete the unfinished portion of the Hospital and provide space for the
Community Health Center along with adequate handicapped access and parking.
c. Work cooperatively with Providence to complete the community needs assessment.
d. Seek to research all options in order to provide quality health care to citizens of
Kodiak Island.
3. Continue to advocate for appropriate full reimbursement of hospital costs and citizen
medical expenses by the State, Federal government, and Coast Guard in a fairer
manner.
4. Seek out additional grant opportunities.
5. Advocate for the best health care in a coordinated manner with Federal, State, and local
agencies.
6. Work with other agencies in Kodiak to develop quality facilities for senior citizens.
G. Solid Waste Collection and Disposal Goals and Objectives
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.
a. Continue to monitor the Solid Waste Rate Study.
b. Identify future site for landfill expansion area (after 2020) and options for utilization of
existing landfill after closeout.
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c. Complete a Solid Waste Management Study /Analysis Survey that looks at options
for the future.
d. Review and implement any needed operational safety items at the landfill facility that
are consistent with federal and state standards.
e. 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.
f. Develop a fee structure to give citizens incentive to recycle.
g. 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.
h. Continue to investigate federal and state loans and grants to pay for lateral
expansion and closeout of the existing "footprint" upon closure.
i. Encourage KIBSD and Kodiak College to recycle waste and to add recycling
education to their education programs.
2. Evaluate and analyze the recycling program to create a long -term participatory program
and plan that is economically sustainable.
a. Coordinate with stakeholders and product producers with a focus on rewarding good
practices and minimizing solid waste production.
b. Identify key sources of the waste stream and, through stakeholder and taskforce
methods, address how to minimize the volume and costs of handling those items
identified.
H. Parks and Recreation Goals and Objectives
1. Evaluate and identify those lands under Borough ownership that would be appropriate
for parks and recreation facilities, with a goal of a comprehensive Parks and Recreation
Plan to guide future decisions.
a. Review urban areas for potential neighborhood pocket parks in areas of growth.
b. Develop standards for playground equipment and related improvements to ensure
the highest degree of utility at the lowest reasonable cost
c. Meet with the Parks and Recreation Committee on a quarterly basis.
2. Complete a road system trails plan using public participation and existing trails with a
focus on a trail network that is interconnected and allows for minimum user conflict and
maximum use by all citizens.
a. Reenergize the Parks and Recreation Committee and complete a trail plan that is
web ready and easily accessible for all citizens.
3. Encourage the Parks and Recreation Committee to move ahead with conceptual plans
for Mill Bay Park, End of the Road Park, and winter use of urban lakes.
I. Economic Development Goals and Objectives
1. Maintain vigilance and effective participation in fishery politics and legislation that
advocates for long -term preservation of landings of product to the Borough and ensures
any environmental restrictions on fisheries are based on sound science and fairly reflect
any socio- economic impacts on our region.
a. Continue to work with the City of Kodiak and KFAC to pursue a comprehensive and
effective program that leads to sustainable and economically productive fisheries that
ensure the long -term health of the fishery habitat and ecosystem.
b. Find and work with industry representatives that have a regional and cooperative
focus to assist in the direction of efforts and resources in affecting fisheries policy
and legislation.
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c. Determine and foster strategies to create a statewide force to offset negative,
incorrect, or misleading information about fisheries.
2. Actively pursue development of airport capacity and look for opportunities for fish cargo.
3. Continue to pursue high quality telecommunications access through fiber optics and
Internet access to outlying areas.
a. Ensure that telecommunications are integrated into the long -term plans that allow for
maximum efficiencies and minimize redundancies through use of common
easements and infrastructure.
4. Review ways to promote, encourage, and support the development of small
businesses /home businesses including those in the outlying communities.
5. Initiate a review of the expansion of the core -area parking exemption established in
KIBC 17.57.020 and coordinate the review process with the City of Kodiak, affected
property owners and the general public.
6. Work with Kodiak Chamber of Commerce and Kodiak Island Convention Visitors Bureau
to promote quality tourism growth.
J. Animal Control Goals and Objectives
1. Continue to support a program that protects the public and animals in a cooperative cost
effective and efficient manner.
a. Continue to have the Community Development Department monitor the contract to
ensure conflicts are minimized and public health and safety are maximized.
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