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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 s!,i, Ot. I�I LA SIC A Fkl kl�HKS. 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 ac ns�c� G ... ! 9 t 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. Kodiak Island Borough Resolution No. FY20098 -xx22 Page 6 of 10 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. 1 Kodiak Island Borough Resolution No. FY20098 -xx22 Page 7 of 10 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. 1 Kodiak Island Borough Resolution No. FY20098 -xx22 Page 8 of 10 1 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. Kodiak Island Borough Resolution No. FY20098 -xx22 Page 9 of 10 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. 1 Kodiak Island Borough Resolution No. FY20098 -xx22 Page 10 of 10