2026-01-29 Work SessionKodiak Island Borough
Assembly Work Session
Assembly Chambers
Thursday, January 29, 2026, 6:30 p.m.
Work Sessions are informal meetings of the Assembly where members review forthcoming programs of the
borough, receive progress reports on current program or projects or receive other similar information from the
manager. All discussions and conclusions are informal and there are no official actions taken. The Assembly also
review the upcoming regular meeting agenda packet and request and/or receive information from staff. This work
session is open to the public and will be broadcast on the Borough's YouTube Channel. Meeting packets are
available online.
Any public documents related to the agenda that are received and shared with elected officials after the initial
agenda packet has been released will be included in the Supplemental Materials section below. The deadline for
releasing supplemental materials is noon on the day of the meeting.
Page
1. CITIZENS' COMMENTS 1-907-486-3231 or Toll Free 1-855-492-9202
(Limited To Three Minutes Per Speaker)
2. MANAGER'S COMMENTS
a 2026-01-29 Borough Manager's Report
3. AGENDA ITEMS
4-23
a. Otmeloi Way Rehabilitation Presentation To The Assembly 24 - 27
Agenda Item Report - Pdf
b. Discover Kodiak Quarterly Presentation 28
Agenda Item Report - Pdf
C. Kodiak Economic Development Corporation Update 29 - 38
Agenda Item Report - Pdf
d. Kodiak Regional Aquaculture Association (KRAA) Presentation 39 - 54
KRAA information Binder
e. Discussion Of Tax Revenues And Maximum Allowable Property
Tax Revenue (MAPTR)
f. Discuss Code Change To Reduce Allowable Assembly Absences 55 - 60
Agenda Item Report - Pdf
4. PACKET REVIEW
The DRAFT regular meeting packet is available online at Kodiak Island Borough -
Page 1 of 81
Meeting Type List (civicweb.net).
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• Ordinance No. FY2026-15, Amending Various Sections Of
Kodiak Island Borough Code Title 17 Zoning, Related To
Short -Term Rental Definitions, Zoning, And Permitting
Requirements
• Ordinance No. FY2026-17, Amending Various Sections In
Title 2 Administration And Personnel, Title 4 Service
Areas, And Title 7 Elections To Prohibit Holding Multiple
Elected Offices
• Ordinance No. FY2026-18, Amending Title 8 Health And
Safety Chapter 8.25 Solid Waste Collection And Disposal
RESOLUTIONS
• Resolution No. FY2023-03F, A Resolution Of The
Assembly Of The Kodiak Island Borough Amending
Various Sections Of The Kodiak Island Borough Records
Retention Schedule And Central Filing System To Reflect
Amendments To The Assessing, Borough Fire
Departments, Community Development, Engineering And
Facilities, Finance, Information Technology, And Resource
Management Series
OTHER ITEMS
• Authorization For The Borough Manager To Reimburse
Providence Kodiak Island Medical Center For The Chiller
95% Design In The Amount Of $67,120.12
• Authorization For The Borough Manager To Reimburse
Providence Kodiak Island Medical Center For The Chiller
100% Design And Construction Documents In The Amount
Of $25,305
• Assembly Review Of The State Of Alaska Alcohol And
Marijuana Control Office, Beverage Dispensary License
Renewal Application For Bernie's Bar, LLC Doing
Business As Bernie's Bar (License #4346)
• Confirmation Of Mayoral Appointment To The Planning
And Zoning Commission City Seat Of Mr. Joseph Delgado
• Confirmation Of Mayoral Appointments Of City And
Borough Representatives From The Planning And Zoning
Commission To The Borough Lands Committee (Ms.
Tracy Craig and Ms. Sara Fraser)
• Confirmation Of The Mayoral Appointment To The Solid
Waste Advisory Board Of Ms. Joy Erlenbach
EXECUTIVE SESSION
• Discussion Of Pending Litigation With Kodiak Area Native
Association (KANA), Case No. 3KO-21-00057C1
Page 2 of 81
5. CLERK'S COMMENTS
a 2026-01-29 Borough Clerk's Report 61 - 62
6. ASSEMBLY MEMBERS' COMMENTS
7. MAYOR'S COMMENTS
8. SUPPLEMENTAL MATERIALS
a Agenda Item 3.e Discussion Of Tax Revenues And Maximum 63 - 67
Allowable Property Tax Revenue (MAPTR)
b KEDC Q3 Presentation (1) 68 - 80
C. Citizen Sign -in Sheet 81
This meeting is open to the public and will be broadcast on the Borough's YouTube Channel. Meeting packets are available
online. Please subscribe to get meeting notifications when meeting packets are published. For public comments, please call
(907) 486-3231 or (855) 492-9202.
Page 3 of 81
AGENDA ITEM #2.a.
Kodiak Island Borough
OFFICE of the MANAGER
710 Mill Bay Road Kodiak,
Alaska 99615
Phone (907) 486-9301
TO: Kodiak Island Borough Assembly
FROM: Aimee Williams, Manager
RE: Manager's Report, January 29, 2026
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Staffing
Developing language, positions, and salary ranges that better reflect the work being done at
the landfill. Also working on developing a job description for a Contracting Officer.
Bear Management Plan
The KIB Bear Management Plan is due to Alaska Department of Environmental Conservation
on Friday, January 30, 2026. The draft is complete and is being reviewed for technical
accuracy.
NW Manager's Conference
The NW Manager's Conference is meeting in Sitka, Alaska this year at the end of March /
beginning of April. I am planning on attending / hosting / speaking because I am the President
of the Alaska Municipal Manager's Association.
International City / County Manager's Association
The biggest takeaway from the annual conference this year
is the benefits of creating a multi -week citizen's academy to
help with educating the public on the processes of our
municipalities. KIB is planning out our first run of this
coming up in March 2026. The idea is to have a five to six -
week program that meets one night a week and cover's
different topics each week.
AML Property Tax Workgroup
Both the Assessor and I have been participating in the workgroup that AML has put together to
discuss property tax topics such as assessment methods, non -profits, charitable exemptions,
etc. Our state is facing similar issues, and this group is allowing us to learn best practices.
Page 1
Page 4 of 81
AGENDA ITEM #2.a.
YMCA
Nate Root, Alaska YMCA CEO, is in town and will be touring our community pool tomorrow
morning so that we can participate in future discussions about partnering with YMCA.
Water Issues
The City of Kodiak alerted staff to a high-water usage amount this morning. Staff located a
leak under the kitchen sink in the building at 610 Egan Way. (on the corner of Mill Bay Rd and
Egan way) The cleanup was started this morning and continued until late this afternoon.
PWSRCAC
Attended the January Board of Directors meeting in Anchorage last week. Meeting highlights
are attached to the report. I am on the Long -Range Planning Committee and the board
member attached to the Information and Education Committee.
IBEW
Our current collective bargaining agreement expires on June 30, 2026. Negotiations will begin
in March 2026.
Current Recruitments
E/F:
• Director of Engineering & Facilities — Offered, negotiating
• Solid Waste Baler Supervisor
• Environmental Specialist
• Treatment Plant Operator, Lead
• Treatment Plant Operator — Offered, accepted, and started work
• Treatment Plant Operator Trainee — Offered and accepted
• Temporary Laborer — Offered and accepted verbally, waiting for written
acceptance
CDD:
• Code Enforcement Officer
Finance Department
2025 Foreclosures
The foreclosure process has started for delinquent 2025 taxes. The annual newspaper
publication of the delinquent list is set to begin on or around February 20th. The last day to pay
amounts due in order to avoid being in the publication is February 2"d. Call the finance
department at 907-486-9324 for a payoff amount.
Property Assessment and Taxation Implementation Project
Staff is continuing to enter information in both the new and legacy tax collection systems. Dual
entry was planned through February; however, staff is now considering extending that through
June. This additional time will not only ensure payment postings, penalty and interest
calculations, and account balances are correct but that the levy process and tax statements
are correct as well.
Page 2
Page 5 of 81
AGENDA ITEM #2.a.
Community Development
PLAN 2045 Website
Staff has updated the PLAN 2045 website to add the results of the two economic development
surveys. In addition, the surveys for arts, culture, and history and the environment are both live
and can be accessed through the PLAN 2045 website: https://www.kodiakak.us/759/Plan-
2045. These surveys will remain open through Monday, February 2, 2026.
Parks and Recreation Committee Meeting
The Borough Parks and Recreation Committee met on January 27, 2026. The Committee
discussed the CIP process for FY2027 and they also reviewed the final results of the PLAN
2045 trails survey. The next meeting is tentatively scheduled for April 28.
Information Technology
KIB IT is working on the 2027 IT budget, deploying Timeclocks for Finance, and
upgrading our Nimble storage array.
Systems Administration
IT is working on updating our Nimble storage array and are working on getting
Timeclocks setup for the payroll department out at the Landfill, and at the
Maintenance building. We are also continuing with setting up and supporting
Laserfiche Forms for the borough department as well as helping Assessing and
Finance with the Tyler PACS migration.
Cybersecurity and Risk Mitigation
IT is continuing to fix vulnerabilities in our systems and software that we identify
along with investigating and resolving internal alerts that are raised by our Intrusion
Detection Systems.
GIS
GIS is continuing to assist Assessing with updating property information and has
been working with the Alutiiq Museum on adding an interactive historic places
feature to the Borough's map center.
Senior Citizen (SC) / Disabled Veteran (DV) Exemptions (2026)
• 64 SC's and 13 DV's failed to timely file their exemption applications. 4 late file
applications have been received.
Tyler Conversion
• Assessing and Tyler are working together to create NOVs with the correct value.
• Assessing has finished all real property input and is working on inputting Business
Personal Property accounts into the Tyler system. Business Personal Property is
working/calculating and depreciating correctly!
Page 3
Page 6 of 81
AGENDA ITEM #2.a.
Notice of Values
• Assessing will be moving to postcard assessment notices in 2026. An example is
posted on our website, on social media, and is attached to this manager's report.
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• Assessing worked with both the printer and Tyler and mapping is complete.
• Notice of Values will be mailed on February 27, 2026
Exemption Appeals
• The Alutiiq Heritage Foundation - Trial scheduled for July 27-29, 2026.
• The Alutiiq Heritage Foundation- Decided to appeal their 2025 decision. Staff negotiated
the 2025 decision to be a reconsideration by the Assessor which will be conducted after
the 2024 Superior court decision. AHF will be able to appeal that decision to the BOE if
they desire.
Exemption Reconsiderations
• Calvery Chapel Bells Flats has scheduled a reconsideration by the Assessor for
January 30, 2026
• St. Mary's reconsideration is scheduled for February 18, 2026. We have a verbal
request to withdraw the reconsideration. We are waiting for a formal statement of
withdrawal.
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Research Court Apartments Lift Station Repairs
The lift stations at the Research Court Apartments Lift Stations were having electrical issues.
Staff worked with Nodak to obtain new pumps and proper electrical components. The work
was completed on December 17. However, there is still an electrical control issue with pump
#1 that will be addressed as parts arrive.
Garage Doors
The Women's Bay Fire Department and the Landfill both had garage door issues recently.
• WBFD: Alaska Door has completed tier work on Doors #1 and #2
• Landfill: Alaska Door has completed their maintenance of the main bay doors, and they
replaced critical parts on the lower baler door.
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Page 7 of 81
AGENDA ITEM #2.a.
Solid Waste Code & Contract Updates
Code
Ordinance is in progress of being reviewed by the Assembly.
Contract
On January 7, the SWCC convened to begin discussions on the Request for Proposals (RFP)
process, focusing on the requirements they would like to include. Staff will be preparing a
more formed draft and communicating over email with the Committee until a final draft is
ready for review at the next meeting scheduled for February 25th.
Landfill
Regional Solid Waste Management Plan Update is due February 28, 2026: KIB has received
the final draft and submitted it to the Assembly for review. The plan will be presented at the
February 12 Work Session. This plan is in its final stage. It has undergone full review by the
contractor hiring committee, the Solid Waste Advisory Board, and our partners at KANA who
jointly supported the grant application. Community input has also been incorporated, including
150 survey responses collected last fall from residents, businesses, and solid waste and
recycling haulers across the City, Borough, and Villages.
Community Pool
On November 16th, staff were directed by the Assembly and Manager to proceed with the
small-scale destructive testing repairs in the lifeguard room. Staff have reached out to JYW
for a cost estimate proposal.
Fuel Spill Assistance
Long Term Care
KIB submitted the final Work Plan to ADEC and have received approval. NWFF is working on
updating the final Closeout Plan. In anticipation of field work requirements for closeout, staff
were directed by the Manager to obtain a proposal for the phase 2 work from NWFF.
Karluk
Projects office staff are working with 3-Tier Alaska to conduct similar work for the closure of
the Karluk fuel spill. That report was completed and sent to ADEC on November 25, 2025.
Based on the preliminary findings, KIB has asked 3-Tier Alaska for a proposal for the phase 2
of work.
Landfill
Projects office staff have submitted the updated workplan for the landfill contaminated soils to
ADEC and it has been approved. The Invitation to Bid for the work is advertised on the
Borough Website and will be in the Kodiak Daily Mirror as a legal ad on Feb. 3rd, 9th, & 16th.
A mandatory pre -bid meeting scheduled for February 20'h at 10am, and bids are due March
3rd at 2:OOpm.
KFRC
Industrial Pump Alaska has shipped the pump assemblies and they have arrived on Kodiak
Island.
Page 5
Page 8 of 81
AGENDA ITEM #2.a.
Multi -Facility Elevator Modernization
• The Kodiak Middle School Elevator Modernization work started on January 6 and is
substantially complete. We have the State of Alaska Elevator Inspector scheduled for
the first week of February.
• The PKIMC Elevators are delayed due to missing parts identified during Project Office
inventory.
Small Projects
• Port Lions School Emergency Fire Alarm Panel Replacement: The contractor is
currently working on design and State of Alaska Fire Marshall approval.
• Harlequin Court Park Upgrades: Projects Staff attended the Parks & Rec Committee
meeting on January 27 to discuss potential park upgrades. Harlequin Court Park was
identified as park needing the next set of upgrades. Staff will be providing project
information to the Parks & Rec Committee on February 25th to add this project to their
CIP list.
• Borough Park Table Replacement: During the January 27th Parks & Rec Committee
meeting, a proposition to have KIB work with ITN on the installation occurred. More
details to come.
• Port Lions School Painting Project: Staff are working on review of the 35% design,
which will go to the ARB. We are anticipating work in summer 2026.
FY2027 Budget Items - Al Cameras / Facial Recognition Procurement / Contracting Officer addition
Page 6
Page 9 of 81
AGENDA ITEM #2.a.
Highlights from the January 2026
Board of Directors meeting
The Prince William Sound Regional Citizens' Advisory Council held a meeting on
January 22 and 23, 2026. The following is a synopsis of actions and discussions
that took place at that two-day meeting. This report is not all inclusive.
Council news
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LUAA4S0Gtio
RCAC
REGIONAL CITIZENS' ADVISORY COUNCIL
The Board seated a new director to represent the Oil Spill Region Environmental Coalition. Director Bob
Shavelson resigned and the Board approved Lois Epstein as the new representative for the remainder of
the term, which expires in May 2026.
The Board elected Jim Herbert as the new Secretary on the Council's Executive Committee in place of
Shavelson. He will serve until May 2026, when regular elections will be held.
SERVS' oil spill response program preserved in legislation
The Board heard an update from Joe Lally, the Council's Director of Programs, highlighting a recent
success: the preservation of local, contracted fishing vessels in Alyeska Pipeline Service Company's Ship
Escort Response Vessel System, or SERVS, oil spill preparedness and response program.
A workgroup that included the Council, industry, and other stakeholders collaborated to develop a
solution for a 2023 law that would have excluded many local fishing vessels from participating in SERVS'
program. The vessels would have had to pass inspections for tasks that they were not designed for. The
workgroup promoted language, included in the FY2026 National Defense Authorization Act (NDAA), that
resulted in exemptions from these inspection requirements for qualified vessels engaged in training or
responding to oil spills in Alaska.
Lally noted many organizations that participated in the working group in addition to the Council,
including: Alyeska Pipeline Service Company, Cook Inlet Regional Citizens Advisory Council, Washington
State Maritime Cooperative, Alaska Chadux Network, the American Waterways Operators, Cook Inlet Spill
Prevention & Response, Inc (CISPRI), and Southeast Alaska Petroleum Response Organization (SEAPRO).
Lally recognized Suzanne Cunningham of Alyeska for her leadership of the working group, and Alaska's
federal delegation, Senators Lisa Murkowski and Dan Sullivan, and Congressman Nick Begich, who
helped promote the solution among their Washington, D.C., colleagues. In particular, Congressman
Begich who was able to insert the language into the House's version of the bill, leading to its passage in
December 2025.
Additional details are available on our website: www.tinyuri.com/SERVS-vessels
T
Report from Alyeska Pipeline Service Company
Klint VanWingerden, Vice President of Operations and Maintenance for Alyeska, presented on recent
events at the Valdez Marine Terminal (VMT) and Alyeska/SERVS.
VanWingerden reported on regular operations, availability numbers for the fishing vessel oil spill
response program, and a summary of recent drills and exercises including some equipment
Highlights from January 2026 meeting of the PWSRCAC Board of Directors I www.pwsrcac.org Page 1
Page 10 of 81
AGENDA ITEM #2.a.
deployments. VanWingerden highlighted the company's safety statistics, which he noted were better than
the industry average.
VanWingerden also summarized some major projects. Highlights of these include:
• Tank 5 inspection: An internal inspection was completed for crude oil storage tank #5 which
included an inspection of branch lines that lead to the tank.
• PFAS-free fire foam: Berth 4's firefighting foam system has transitioned to Universal Green, the
new PFAS-free foam.
Tanker One Plan: The administration of the Prince William Sound Tanker Oil Discharge
Prevention and Contingency Plan has transitioned from the shipping companies to Alyeska, with
each of the shipping companies continuing to administer their own state and federal vessel
response plans. VanWingerden noted that Alyeska continues to work towards an effort referred
to as the Tanker One Plan that is intended to unify, simplify, and streamline the number of plans.
This transition is expected to take multiple years to develop and implement and will include a
public review process.
Workforce reduction review: VanWingerden reported on a review of positions and roles within
the company after the recent reorganization that reduced about 8% of Alyeska's workforce. He
noted that a layer of manager positions has been eliminated, with supervisors reporting directly
to directors, rather than to a middle layer of managers.
Additional details on many of these items are available in the presentation slides on the Council's
website: www.tinyurl.com/Alyeska-report-Jan-26
ADEC Commissioner -Designee Randy Bates
Randy Bates, the Alaska Department of Environmental Conservation's (ADEC) Commissioner -Designee,
joined the meeting to introduce himself to the Council. Bates summarized his background in commercial
fishing and various roles in the Alaska state government over the last 25 years, and updated the Council
on recent topics related to the Council's mission, including:
Administrative Order 360: Governor Dunleavy issued an administrative order to all state
agencies to reduce regulations by 25% over the next two years. Bates stated that he is focusing on
redundant, ineffective, or inactive regulations. He noted that he does not want to reduce
protections.
Oil Spill Prevention and Response Fund: Bates noted that the department recently received a
significant settlement of $24 million, which stabilized their prevention and response fund.
However, he cautioned that this money is available to the legislature to appropriate to other areas
of the state government.
Tanker -mounted cameras to reduce whale strikes
The Board heard a presentation from representatives of WhaleSpotter on vessel -mounted thermal
imaging cameras, which can identify whales at a distance and alert mariners if the whales are in the
vessel's path to help mitigate or reduce vessel strikes. The Council's Port Operations and Vessel Traffic
Systems Committee is hoping to conduct a pilot test of the equipment later this year. WhaleSpotter's
presentation is available on the Council's YouTube channel: www.tinyurl�haLP.Sootter-Video
Highlights from January 2026 meeting of the PWSRCAC Board of Directors I www.pwsrcac.org Page 2
Page 11 of 81
AGENDA ITEM #2.a.
Testing methods for liners in secondary containment
The Board heard an update from Council staff on testing methods to evaluate the integrity of the asphalt
liners surrounding the vast crude oil storage tanks at the VMT.
The asphalt liners are part of a secondary containment system that is intended to contain crude oil in the
case of a spill. These liners are covered by several feet of gravel fill, so they are difficult to inspect. The
Council is concerned about the nearly 50-year-old liners because cracks and damage have been
discovered in some areas when the liner was exposed.
Alyeska receives a 60% "prevention credit" from ADEC based on the integrity of these liners. This credit
allows Alyeska to plan for a smaller spill, thus reducing the amount of equipment and responders
required to be on hand to respond. The credit is contingent upon the asphalt liner meeting ADEC's
"sufficiently impermeable" standard. This means the system must be able to contain spilled oil long
enough to allow cleanup to be completed before groundwater is contaminated.
In 2022, ADEC notified Alyeska that they must determine a method to test the integrity of the liners.
Alyeska originally proposed using electrical leak location (or electric currents) to locate any leaks, however
recently Alyeska revised the proposal to a hydro -test, which would measure the amount of water that
leaks through the liner. The amount of leakage that would be deemed acceptable to pass the test has yet
to be determined.
Illustrated book about Prince William Sound's oil spill prevention
and response system
The Board heard a presentation on outreach materials developed for the Council by author and artist
Tom Crestodina. Crestodina was contracted by the Council to produce an illustrated book about the oil
spill prevention and response system in Prince William Sound. Crestodina is an Alaska fisherman, based
in Bellingham, WA, who is known for his illustrations of marine vessels and wildlife. He previously
published "Working Boats: An Inside Look at Ten Amazing Watercraft" (thescow. ftcartel.com).
The new book will be published later this year. A draft version is available for a sneak preview in the
Board meeting materials: www,tinyurl.com/Crestodina:approval
Reports accepted: Long -Term Environmental Monitoring Program
The Council accepted the 2025 Summary Report and Technical Supplement for the Council's Long -Term
Environmental Monitoring Program (LTEMP) by Dr. Morgan Powers of Fjord & Fish Sciences, both dated
December 2025. The report and technical supplement provide data and results from the 2025 sampling
excursions in Port Valdez for LTEMP, now in its 32"d year.
LTEMP results are used to assess the environmental impacts of the Valdez Marine Terminal and the
crude oil tankers operating in Prince William Sound, including indicators of long-term health of the
marine ecosystem since the Exxon Valdez oil spill.
Dr. Powers also included a summary of her recent LTEMP outreach efforts, including posters,
presentations at various conferences, and plans to draft a peer -reviewed scientific manuscript. The
report and supplement are available on the Council's website: wwvvlinyurl.com/LTEMP-2025
Dr. Power's slides are available on the Council's website: mN.w.tinvuri.com/LTEMP-2025-slide
Highlights from January 2026 meeting of the PWSRCAC Board of Directors I www.pwsrcac.org Page 3
Page 12 of 81
AGENDA ITEM #2.a.
Annual Report on Community Outreach
The Board heard an update from Maia Draper -Reich, outreach coordinator for the Council, on the
Council's outreach efforts since May 2025.
Draper -Reich reported on the activities including conferences where the Council hosted its information
booth; a variety of events such as the Council's annual Science Night; presentations on the history of the
Exxon Valdez oil spill and the Council; projects and classroom presentations which engaged students of
various ages throughout the Council's region; updates to the searchable database of Alaska oil spill
lesson plans (available online at: wr7"wsrcac.org/lessons); and other outreach activities and
presentations by the Council's staff, volunteers, and interns. For more information about the Council's
outreach programs, please contact Maia Draper -Reich: maia.draper-reich@pwsrcac.org.
Adoption of updated Long Range Plan
The Board approved the updated PWSRCAC Long Range Plan for FY2027-2031. This document, updated
annually, is a framework for the Council's work plans and guidance for staff when developing project
budgets. Download the plan: www.tinyuri.com/LRP-FY2026
Project updates
Updates on all current projects: www.tinyurl.com/jan2026-pro4ects
Questions? More information?
Any questions or requests for additional information can be directed to:
Amanda Johnson: amaac1a Johnson@_pwsrcac.org or Jennifer Fleming: fleming@pwsrcac.org
Board meetings are routinely recorded. Excerpts of the audio and/or video of agenda items can be made
available upon request.
About the
Prince William Sound Regional Citizens' Advisory Council
Citizens promoting the environmentally safe operation of the Alyeska terminal and associated tankers.
Mandated by Congress, the Council was established to provide a voice for local citizens in decisions that
put their livelihoods and communities at risk. Communities and interest groups from Prince William
Sound to Kodiak Island to lower Cook Inlet are represented to promote partnership, build trust, and
provide oversight of the operations and maintenance practices which may affect the environment.
Additional resources: The Council regularly retains experts to conduct independent research on oil
transportation safety and the environmental impacts of the Valdez Marine Terminal and tankers. In
addition to the reports referenced in this document, many more resources are available on our website,
www..tinyuri.com/PWSRCAC resources
Highlights from January 2026 meeting of the PWSRCAC Board of Directors I www.pwsrcac.org Page 4
Page 13 of 81
AGENDA ITEM #2.a.
Kodiak Island Borough
OFFICE of Engineering & Facilities
Projects Office
710 Mill Bay Road
Kodiak, Alaska 99615
Phone (907) 486-9341
EFproiectsokodiakak.us
TO: Mayor and Assembly
FROM: Codi Allen, Project Manager
CC: Aimee Williams, Borough Manager
RE: Monthly Projects Report for Period Ending January 2026.
Project Dashboard
Projects Report - January 2026
Page 1
Page 14 of 81
AGENDA ITEM #2.a.
CAPITAL IMPROVEMENT PROJECTS
KIB MILL BAY STAIR REPLACEMENT — Submittal Stage _
Project Description: This project is for the design for demolishing of the existing wood stairs,
which have been failing. The new designed replacements will consist of new footers with
stairs made of galvanized steel. The design is being managed by JYW with PND Engineers,
INC. conducting much of the design effort at a cost of $9,538.
Current Status: Contract was awarded to S&S Enterprise dba Kodiak Lawn Care for the
cost of $101,000 (Base bid plus installation of two picnic tables). As of January 23, 2026,
Staff are working on RFIs and Submittals from the contractor.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $9,538.00
Indirect Admin Cost - $10,000.00
Direct Admin Cost - $5,000.00
Construction Cost-$101,000.00
Total Project ROM at Current Project Level - $123,063
LANDFILL SCALE SHACK PLATFORM REPLACEMENT — Canceled
Project Description: This project is for replacement of scale shack platform with hot -dipped
galvanized metal at the KIB landfill. This work also includes the inclusion of two platforms to
allow for egress and access to the scale platform with replacement stairs. The design is being
managed by JYW with PND Engineers, Inc. conducting much of the design effort at a cost of
$17,330.
Current Status: As of January 22, 2026, this project award was canceled by the Assembly
and will be reassessed in the future.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $17,330.00
Indirect Admin Cost - $10,000.00
Direct Admin Cost - $5,000
Future Construction Cost - $215,000.00
Total Project ROM at Current Project Level - $247,330.00
Projects Report —January 2026
Page 2
Page 15 of 81
AGENDA ITEM #2.a.
PKIMC & KMS ELEVATOR MODERNIZATION — Construction
Project Description: This project is for modernization the elevator and all associated
components in accordance with the State of Alaska Codes and Elevator Regulations
(ASME A17.1) at both locations. As of May 2, 2025, the contract has been executed. TKE
came to Kodiak on May 29th to do a thorough survey of both elevators. As of June 13,
2025, all materials have been ordered.
Current Status: As of January 23, 2026, the elevator equipment is installed at KMS and
awaiting inspection from the State of Alaska. The installation team is due to in February to
begin work at PKIMC.
Change Orders this Period: CO #1- Tariff fees per contract in the amount of $4,780.57.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $0 RFP Solicitation
Indirect Admin Cost - $10,000.00
Direct Admin Cost - $5,376.05
Construction Cost - $700,000
Total Project ROM at Current Project Level - $715,376.05
KFRC OZONE AND DECONTAMINATION SYSTEM REPLACEMENT— Paused
Project Description: This project is for the demolition of existing ozone contactors and
replacement with ultraviolet disinfection equipment including ancillary plumbing, power, and
controls.
Current Status: As of November 5, 2025, Staff are awaiting written direction from ADEC
about modifications to the Discharge Permit for KFRC. The modifications to the permit will
most -likely determine if this project moves forward or not.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $102,675.59
Indirect Admin Cost - $10,000.00
Direct Admin Cost - $13,692.67
Previous Construction Cost - $28,518.70
Future Construction Cost - $750,000.00
Total Project ROM at Current Project Level - $904,886.96
Projects Report —January 2026
Page 3
Page 16 of 81
AGENDA ITEM #2.a.
OTHER ASSIGNED MAJOR MAINTENANCE PROJECTS
WBFD GARAGE DOOR REPAIRS — Complete
Project Description: Staff were informed that the garage doors were not operating under
power. After assessing the issue, the Manager directed staff to solicit emergency
procurement quotes for replacing two garage doors. Staff contacted qualified vendors and
received two quotes —one from Friend Contractors and one from Alaska Door. Alaska Door
offered the fastest turnaround, and due to the urgent nature of the repairs, the Manager
approved their estimate of $38,844.63.
Current Status: Complete and in closeout
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $0 RFP Solicitation
Indirect Admin Cost - $5,000.00
Direct Admin Cost - $0
Construction Cost - NTE $45,000.00
Total Project ROM at Current Project Level - $50,000.00
PORT LIONS EMERGENCY FIRE ALARM PANEL — Design & Permitting
Project Description: The fire alarm panel at Port Lions School is malfunctioning. The
manager directed staff to move forward with an emergency request for quotes to get the work
completed as soon as possible.
Current Status: As of January 22, 2026, Taylor Fire is proceeding with design and permitting
for the project.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $0 RFP Solicitation
Indirect Admin Cost - $10,000.00
Direct Admin Cost - $3,500.00
Construction Cost - $162,292.00
Total Project ROM at Current Project Level - $175,792.00
LANDFILL CONTAMINATED SOIL — Planning
Project Description: There are 71 supersacks of contaminated soil stored at the Landfill.
This project is to determine how the Borough will be handling the contaminated soil —
landfarming on -site or shipping it off.
Current Status: As of January 23, 2026, ADEC approved the staff developed workplan and
staff will be issuing an ITB in the next month.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $0 Staff Completed Workplan In -House
Projects Report —January 2026
Page 4
Page 17 of 81
AGENDA ITEM #2.a.
Indirect Admin Cost - $15,000.00
Direct Admin Cost - $1,000.00
Future Construction Cost - $151,000.00
Total Project ROM at Current Project Level - $166,000.00
KFRC SEAWATER PUMP REPLACEMENTS — Equipment Ordered
Project Description: This project is for replacement of the KFRC Seawater pumps and
associated parts. The four pumps were replaced in 2019, and the degradation of seawater
is taking its toll on the current pump systems. The KIB Assembly approved the purchase and
installation costs of five (5) pumps from IPA (Industrial Pumps of Alaska).
Current Status: As of January 23, 2026, the pumps are set to arrive and be installed in
February.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $0 RFP Solicitation
Indirect Admin Cost - $10,000.00
Direct Admin Cost - $0 In -kind replacement
Construction Cost - $228,480.45
Total Project ROM at Current Project Level - $238,480.45
1:1I 1111,F-11IZI 3Rseluelo1ia'�'�1Z4X,1►kWA0:47I1 •
Project Description: This project will consist of the removal of the section of failed roofing
material and the demolishing of the curbs that supported systems no longer in service. On
June 23, 2025, Johns Manville conducted an inspection with a certified installer. The work is
anticipated to be completed by Friends Contractors in the spring of 2026.
Current Status: Awaiting materials delivery and weather to conduct the work.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $0 Warranty Repair
Indirect Admin Cost - $5,000.00
Direct Admin Cost - $1,000.00
Construction Cost - $23,602.28 Cost for work outside of warranty repair
Total Project ROM at Current Project Leve 1- $29,602.28
SARGENT CREEK PLAYGROUND UPGRADES - Investigation
Project Description: This project is for procurement and installation of updated playground
equipment at Sargent Creek Park. This is a grant funded project. Grant award was
$251,426.50 and was redirected by resolution FY2024-04 from the Antone Dock Upgrade
project. In April 2024, three new playground equipment items were procured. In September
2024, site work and two of the three new equipment pieces were installed. The third piece
was not installed due to cost, space, and safety zone considerations.
Current Status: Staff are currently investigating the costs for installation for the third piece
of equipment and other site improvements. Remaining funds for grant: $97,258.67
Projects Report —January 2026
Page 5
Page 18 of 81
AGENDA ITEM #2.a.
Rough Order of Magnitude (ROM) Estimates:
Design Cost -$0
Direct Admin Cost - $105,642.28
Indirect Admin Cost - $16,025.55
Permitting Cost - $5,000.00
Previous Construction Cost - $52,500.00
Future Construction Cost - $97,258.67
Total Project ROM at Current Project Level - $276,426.44
KARLUK FUEL SPILL ADEC CLOSEOUT — Task One 90%
Project Description: This project will consist of three tasks. Task one is the development of
an ADEC approved work plan for additional characterization at the Karluk School. Task two
is the field work associated with characterizing and delineating the extent of the remaining
contamination at Karluk. Task three is the characterization report itself. This will help guide
future direction from ADEC on how to proceed with closure.
Current Status: As of November 25, 2025, 3-Tier Alaska submitted the updated work plan
to ADEC. The plan is under review by ADEC.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $8,185.00
Indirect Admin Cost- $45,747.22
Equipment Cost - $41,350.00
Direct Admin Cost - $5,542.39
Previous Construction Cost - $311,000.00
Future Construction Cost - $200,000.00
Total Project ROM at Current Project Level - $611,824.61
PKIMC LONG TERM CARE FUEL SPILL ADEC WORKPLAN DEVELOPMENT — 90%
Project Description: This project will consist of the development of an ADEC approved site
investigation work plan for the PKIMC LTC fuel spill.
Current Status: As of December 16, 2025, NWFF is updating the final closeout plan with
ADEC's comments. Anticipating the fieldwork requirements for closeout, staff requested a
proposal for phase 2 from NWFF.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $11,484.70
Indirect Admin Cost - $81,898.47
Equipment Cost - $38.107.57
Direct Admin - $3,500.00
Previous Construction Cost - $171,439.09
Future Construction Cost - $150,000.00
Total Project ROM at Current Project Level - $456,429.83
Projects Report —January 2026
Page 6
Page 19 of 81
AGENDA ITEM #2.a.
LANDFILL USED OIL BURNER REPLACEMENT PROJECT — Awaiting Parts
Project Description: This project will consist of the demolition and replacement of the landfill
used oil burner.
Current Status: As of January 26, 2026, the parts have been ordered, and we anticipate a
start date of spring 2026.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $0 In -kind replacement
Indirect Admin Cost - $1,000.00
Direct Admin Cost - $500.00
Construction Cost - $39,007.15
Total Project ROM at Current Project Level - $40,507.15
NORTHSTAR BOILER GUN REPLACEMENT PROJECT — Awaitina Parts
Project Description: This project will consist of the demolition and in -kind replacement of
the boiler guns at the NorthStar facility.
Current Status: As of January 26, 2026, the parts have been ordered, and we anticipate a
start date of spring 2026.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $0 In -kind replacement
Indirect Admin Cost - $10,000.00
Direct Admin Cost - $5000.00
Construction Cost - $24,867.50
Total Project ROM at Current Project Level - $39,867.50
LANDFILL GARAGE DOORS UPGRATE PROJECT — Complete
Project Description: This project will consist of the demolition and replacement of the landfill
baler door hardware in conjunction with the annual preventative maintenance of the main
baler doors.
Current Status: As of January 26, 2026, the project is complete and in closeout.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $0 In -kind replacement
Indirect Admin Cost - $1,000.00
Direct Admin Cost - $500.00
Construction Cost - $22,902.59
Total Project ROM at Current Project Level - $24,402.59
Projects Report —January 2026
Page 7
Page 20 of 81
AGENDA ITEM #2.a.
KFRC RESEARCH COURT LIFT STATION PUMP PROJECT — Awaitinq Parts
Project Description: This project will consist of the demolition and replacement of lift station
pumps at the Research Court apartments.
Current Status: As of January 26, 2026, the project is substantially complete, but due to a
manufacture defect, a control wire will be replaced as it arrives.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $0 In -kind replacement
Indirect Admin Cost - $10,000.00
Direct Admin Cost - $500.00
Construction Cost - $29,354.00
Total Project ROM at Current Project Level - $39,854.00
FUTURE PROJECTS IN DESIGN
PORT LIONS SCHOOL PAINTING — 35%
Project Description: This project is for the re -painting of the Port Lions School building.
This design is being managed by JYW at a cost of $14,934.
Current Status: As of November 26, 2025 JYW is still developing the 35% design.
Rough Order of Magnitude (ROM) Estimates:
Design Cost-$20,000 including C&A Fees
Indirect Admin Cost - $5,500 with one site visit
Direct Admin Cost - $1,000
Future Construction Cost - $125,000
Total Project ROM at Current Project Level - $151,500
NORTH STAR ROOF & SKYLIGHT REPLACEMENT — 95%
Project Description: This project is for the replacement of the NorthStar Elementary school
roof and sky light. This design is being managed by JYW at a cost of $107,703. The ARB
voted to move forward with bringing in a structural engineer to assess the stability of the
structure and if it will be sufficient to hold solid walls as proposed. On May 15, 2025, the
Assembly approved the change order to bring in a structural engineer to help finish the design
in the most cost-effective way possible.
Current Status: As of January 23, 2026, Staff redirected JYW to continue with the updated
design for the skylight with the structural engineer's input.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $115,000.00
Indirect Admin Cost - $5,000.00
Direct Admin Cost - $50,000.00
Projects Report —January 2026
Page 8
Page 21 of 81
AGENDA ITEM #2.a.
Future Construction Cost - $1,953,564.00
Total Project ROM at Current Project Level - $2,123,564
EAST ELEMENTARY ROOF REPLACEMENT — 65%
Project Description: This project is a continuation of the conceptual design efforts made in
2022. The scope of the project is for the replacement of the 1984 and 1987 wings of the East
Elementary school roof, replacing the roof in all areas not re -roofed in 2016. The original flat
portion of the building will be reconstructed to raise the pitched roof and eliminate the internal
gutter between the newer and older roof sections. The design is being managed by JYW with
PND Engineers, INC. with a combined design effort at a cost of $119,344.
Current Status: On July 23, 2025 the Architectural Review Board (ARB) met and reviewed
the 65% drawings and approved moving forward to 95% drawings with the clarification of the
location of asbestos and fire regulations for the gutter space. Staff is waiting until the spring
to conduct the necessary HAZMAT sampling.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $83,456.60
Indirect Admin Cost - $5,000.00
Direct Admin Cost - $50,000.00
Construction Cost - $2,000,000.00
Total Project ROM at Current Project Level - $2,138,456.60
POOL SMALL DESTRUCTIVE TESTING PROJECT — In Desi
Project Description: This project will consist of a small demolition and destructive testing
project to determine the overall extent of the future pool project.
Current Status: As of December 16, staff received direction to move forward with the small-
scale destruction testing and repairs. Staff have reached out to JYW to provide a cost
estimate for the engineering portion.
Rough Order of Magnitude (ROM) Estimates:
Current Design Cost - $14,000.00
Previous Design Cost - $59,540.00
Indirect Admin Cost - $13,000.00
Direct Admin Cost - $2,000.00
Construction Cost - $172,500.00
Total Project ROM at Current Project Level - $275,040.00
ANNEX [RED CROSS] BUILDING UST REMOVAL — In Design
Project Description: This project was an alternate in the Mental Health Building
Abatement project but was denied for award at a cost of $80,000. Therefore, a separate
project was created for the removal and abatement of the UST located at the KIB Red
Cross building.
Projects Report —January 2026
Page 9
Page 22 of 81
AGENDA ITEM #2.a.
Current Status: As of May 16, 2025, Staff received a draft drawing set for the removal of the
UST at the Annex [Red Cross] Building. Staff are currently reviewing to provide notes back
to JYW.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $2,228.00
Indirect Admin Cost - $5,000.00
Direct Admin Cost - $1,500.00
Future Construction Cost - $90,000.00
Total Project ROM at Current Project Level - $98,728.00
MENTAL HEALTH BUILDING DEMO OR RENOVATION- Paused
Project Description: This project is the potential renovation or demolition of the abated
mental health buildings.
Current Status: As of May 2025, the contractor had completed the abatement.
Rough Order of Magnitude (ROM) Estimates:
Design Cost - $32,121.91
Indirect Admin Cost - $18,467.42
Direct Admin Cost - $0 contractor was responsible
Previous Construction Cost - $1,515,045.10
Future Construction Cost Demo - $1,352,926.00
Future Construction Cost Renovation - $8,125,680.00
Total Project ROM at Current Project Level - $2,918,560.43 to $9,691,314.43
Projects Report —January 2026
Page 10
Page 23 of 81
AGENDA ITEM #3.a.
KODIAK ISLAND BOROUGH
STAFF REPORT
JANUARY 29, 2026
ASSEMBLY WORK SESSION
SUBJECT: Otmeloi Way Rehabilitation Presentation To The Assembly
ORIGINATOR: Nova M. Javier, MMC, Borough Clerk
RECOMMENDATION:
DISCUSSION:
The Clerk's Office received a request from Mr. Will Webb who is the design consultant
working for the Department of Transportation and Public Facilities (DOT&PF) on the Otmeloi
Way Rehabilitation Project. They recently completed the 35% design of the project and are
working on environmental and public involvement activities. As part of that and because the
goal is to transfer road ownership to KIB, they would like to present to the KIB assembly.
They also have scheduled a public open house for the project on January 28.
Additional information regarding this project is available on the DOT website.
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
Kodiak Island Borough
Otmeloi Way Rehabilitation Presentation To The Assembly
Page 24 of 81
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KINNEY KODIAK: OTMELOI WAY RECONSTRUCTION
September 19th, 2025
AGENDA ITEM #3.a.
KODIAK ISLAND BOROUGH
PUBLIC AGENDA/PRESENTATION REQUEST FORM
Desired date for the item to appear on an Assembly agenda: 1/29/2026 Worksession
*To meet deadlines, please turn in requests by at least a month prior to the meeting date.
Name: Will Webb Organization: Kinney Engineering LLC
Address: 3909 Arctic Boulevard, Suite 400 Anchorage, Alaska 99503
Phone #: 907.344.7578 Cell #: Email: will.webb(a)kinneyenq.com
Please state the item you wish to have placed on the agenda and submit any applicable
documents with this form.
We are working for DOT&PF on the Otmeloi Way Rehabilitation Design. We would like to provide the
Assembly an update on the the project and solicit feedback on the current plans. Plans were submitted to
KIB in November as required by the Memorandum of Agreement between KIB and DOT&PF.
Please state the desired action of the Assembly:
Design input. No formal action required
Do you wish to present this to the Assembly? V Yes No
Presentations are normally limited to 15 minutes. If more time is desired, please state how
many minutes is requested:
Do you need to have access to equipment for this presentation such as a computer,
projector, DVD player? If so, please state the equipment needed below:
A projector or screen of some sort would be helpful
Page 26 of 81
Otmeloi Way Rehabilitation Presentation To The Assembly
AGENDA ITEM #3.a.
This request will be reviewed during agenda setting and the decision to schedule an item
on an agenda will be determined on a case by case basis and is not guaranteed. The
request may be approved, denied, or postponed, or additional information may be
requested from you or Borough staff. Other action may also be taken regarding the
request. The Mayor retains discretion to decline a request to be placed on the agenda per
K/B Code Section 2.30.060B.
Additional information:
KODIAK ISLAND BOROUGH
PUBLIC AGENDA/PRESENTATION REQUEST
The Assembly meets on the first and third Thursdays of each month for their regular meetings
and they normally meet a week before in work sessions before the regular meetings.
If you have a specific topic that you would like the Borough Assembly to discuss at a future work
session/meeting, OR if you wish to make a presentation to the Assembly, please complete this
form and submit it to the Borough Clerk's Office.
Please return this form to:
Borough Clerk
Kodiak Island Borough
710 Mill Bay Road, Kodiak, AK 99615
Email: clerks(a�kodiakak.us
Phone: (907) 486-9312
Fax: (907) 486-9391
For Staff Use Only:
Received by the Clerk's Office on:
Distributed to the Manager/Assembly on:
Discussed at the agenda setting on:
Approved for agenda item on: Work session date:
Regular meeting date:
Informed requestor on:
Notes:
Page 27 of 81
Otmeloi Way Rehabilitation Presentation To The Assembly
AGENDA ITEM #3.b.
KODIAK ISLAND BOROUGH
STAFF REPORT
JANUARY 29, 2026
ASSEMBLY WORK SESSION
SUBJECT: Discover Kodiak Quarterly Presentation
ORIGINATOR: Meagan Christiansen, Grant Writer/Special Projects Support
RECOMMENDATION:
DISCUSSION:
Contract No. FY2026-10 for the provision of destination marketing and tourism development
requires that Discover Kodiak provide a quarterly presentation to the Assembly. Discover
Kodiak's Executive Director, Sabrina Hicks, will present a verbal report of the most recent
quarter's activity.
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
Kodiak Island Borough
Discover Kodiak Quarterly Presentation
Page 28 of 81
AGENDA ITEM #3.c.
KODIAK ISLAND BOROUGH
STAFF REPORT
JANUARY 29, 2026
ASSEMBLY WORK SESSION
SUBJECT: Kodiak Economic Development Corporation Update
ORIGINATOR: Aimee Williams, Borough Manager
RECOMMENDATION:
To receive a presentation from KEDC.
DISCUSSION:
Melissa Schoenwether, the Executive Director of the Kodiak Economic Development
Corporation, will be joined by her colleague/KEDC Board member and present and discuss
the ongoing work and initiatives of KEDC.
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
Kodiak Island Borough
Kodiak Economic Development Corporation Update
Page 29 of 81
KEDC leads collaborative efforts to strengthen and diversify Kodiak's
economy through innovation, workforce development, and sustainable
practices that honor our island's culture, people, and natural
resources.
REP
THE KODIA
LAN
BOROUGH ASSEMBL
AGENDA ITEM #3.c.
PAGE 102
In 2025, Kodiak Economic Development Corporation focused on moving major community priorities
from planning toward implementation. KEDC's work centered on housing, economic diversification
through mariculture, workforce and career connections, and community driven economic initiatives
that reflect the needs of residents across the Kodiak Archipelago.
A significant milestone this year was the completion of the Kodiak Housing Action Plan, developed in
partnership with the University of Alaska Center for Economic Development and informed by
extensive public engagement. This work included village visits, public forums, focus groups, employer
outreach, and direct conversations with residents. The Housing Action Plan provides a shared roadmap
for addressing housing supply, affordability, infrastructure constraints, and long term coordination.
To support transparency and public accountability, KEDC launched the Kodiak Housing Dashboard, a
public facing tool that presents housing data, timelines, and progress updates in an accessible format.
The dashboard allows residents, partners, and decision makers to track conditions and implementation
progress in one place and represents a major step forward in shared understanding and
communication.
In the fourth quarter of 2025, KEDC reconvened the Housing Steering Committee to guide
implementation of the Housing Action Plan. The committee transitioned from a planning body into a
coordinated working group focused on early policy priorities and practical next steps. This work
continued into January 2026, with active work sessions underway.
KEDC also advanced mariculture and industry development work that supports economic
diversification and infrastructure readiness. Engineering for a multi use mariculture processing facility
moved toward shovel ready status, supported by statewide investment. Business planning, feasibility
analysis, and coordination with growers and tribal partners continued throughout the year.
Community driven economic development remained a core focus through the Recharge Our
Community's Economy Value Chains. Five Value Chains continue to advance locally led work in
business support, walkability, childcare, housing, and seafood market development, with KEDC and the
Rural Community Assistance Corporation providing facilitation and technical assistance.
In December 2025, the KEDC Board of Directors adopted the 2026 to 2027 Strategic Plan. This plan
establishes clear priorities, accountability measures, and a framework for coordinated implementation
in the years ahead.
Together, these efforts reflect a year of meaningful progress and position KEDC and its partners to
move into 2026 focused on implementation, coordination, and sustained regional impact.
Page 31 of 81
Kodiak Economic Development Corporation Update
AGENDA ITEM #3.c.
PAGE 1 03
Housing remains one of the most significant challenges facing communities across the Kodiak
Archipelago. In 2025, KEDC prioritized completion of the Kodiak Housing Action Plan to provide a
shared, data informed roadmap for addressing these challenges.
Working in partnership with the University of Alaska Center for Economic Development, KEDC
conducted extensive outreach and analysis to ensure the plan reflects real experiences and local
priorities. Engagement included public forums, focus groups, village visits, stakeholder meetings, and
direct conversations with residents, employers, tribal partners, and workforce members. This outreach
reached approximately 220 people across the island and surrounding communities.
The resulting Housing Action Plan identifies six core themes that together support coordinated action:
1. Housing finance and revenue tools
2.Zoning and land use reform
3. Development process and construction innovation
4.Infrastructure and cost of building
5.Investment in Kodiak village housing
6. Leadership and coordination
Each theme includes practical strategies that local governments, partners, and organizations can
advance together. The plan emphasizes sequencing, coordination, and realistic near term actions
alongside longer range goals.
A major milestone in 2025 was the launch of the Kodiak Housing Dashboard on the KEDC website. The
dashboard provides a centralized, public facing view of housing data, timelines, and progress. It
highlights key conditions, including high rental costs, limited new construction, and affordability
pressures, while also tracking implementation activity over time.
KEDC presented the Housing Dashboard publicly and continues to update it on a regular basis. The
dashboard supports transparency, reduces misinformation, and gives residents and decision makers a
shared reference point as housing work moves forward.View the dashboard here:
https://kodiakedc.com/hap-dashboard
—These perspectives highlight both the
need for practical housing solutions and
the desire to keep benefits rooted in the
community.
Page 32 of 81
Kodiak Economic Development Corporation Update
AGENDA ITEM #3.c.
In the fourth quarter of 2025, KEDC reconvened the Kodiak Housing Steering Committee to transition
from planning into implementation of the Housing Action Plan. A reconvening luncheon held on
October 28 brought together partners from the City, Borough, tribes, nonprofits, employers, and
community organizations.
During this session, participants affirmed the Housing Action Plan as the guiding framework and
identified early priorities that are achievable and impactful. The committee shifted from a discussion
based structure into a coordinated working body designed to guide implementation and policy
development.
KEDC reorganized the Housing Steering Committee into a three tier structure:
I. Core Members who lead implementation and coordination
2.Advisory Members who provide subject matter expertise
3.Community Partners who support outreach, communication, and education
This structure allows for meaningful participation while maintaining clear roles and accountability.
KEDC serves as the facilitator, responsible for convening meetings, tracking progress, and maintaining
regular communication with both the City and the Kodiak Island Borough.
Priority focus areas identified for early action include:
• Short term rental oversight and compliance
• Voluntary collection agreements and housing funding tools
• Potential dedication of lodging related revenues to housing
• Accessory dwelling unit policy updates with community guardrails
• Exploration of a housing coordinator role and employer engagement
Village housing remains a central priority. The Housing Action Plan includes a dedicated focus on
investing in Kodiak village housing through rehabilitation, infrastructure improvements, workforce
support, and coordination with tribal governments. KEDC continues outreach to village partners to
ensure participation and representation as implementation moves forward.
In January 2026, the Housing Steering Committee met to begin structured work sessions focused on
advancing these policy areas. This marks a clear shift from planning to active implementation and
establishes a consistent forum for coordinated housing action across the region.
Page 33 of 81
Kodiak Economic Development Corporation Update
AGENDA ITEM #3.c.
KEDC continued to advance mariculture and industry
development work in 2025 as part of a broader strategy to
diversify Kodiak's economy and strengthen working waterfront
opportunities.
A major focus this year was the multi use mariculture
processing facility. Engineering work supported by statewide
investment moved toward shovel ready status, with full design
completion anticipated in early 2026. This represents a
significant advancement from earlier concept level work and
positions the project for future decision making and
investment.
KEDC also partnered with the University of Alaska Center for
Economic Development to complete a business plan and
financial model for the facility. This work analyzed product
pathways, processing capacity, cost structures, and financial
feasibility. KEDC continues to refine this work in coordination
with project partners.
In collaboration with Kodiak Ocean Growers, KEDC and CED
advanced an at sea processing feasibility analysis to evaluate
whether at -sea processing could support expanded kelp
farming in remote locations. This work provides growers with
data to inform operational decisions and long term planning.
KEDC also began preparing a Mariculture Start -Up Business
Development Guide to support new entrepreneurs by outlining
investment requirements, permitting pathways, and operational
considerations. Together, these efforts strengthen local
capacity, reduce barriers to entry, and support sustainable
industry growth.
Work continued on a feasibility and working model for Gibson
Cove to support long term planning and identify financially
viable uses that align with community values. This effort
balances economic opportunity with public access and
community use and provides decision makers with clear,
practical information.
Page 34 of 81
Kodiak Economic Development Corporation Update
AGENDA ITEM #3.c.
Community driven economic development remained a core focus in 2025 through the Recharge Our
Community's Economy initiative. Through a series of workshops hosted by KEDC in partnership with
the Rural Community Assistance Corporation, residents and organizations identified opportunities for
local economic growth grounded in lived experience.
Five community led Value Chains emerged from this work:
1. Business Support
2.Kodiak Walkability
3.Childcare
4. Housing
S.Seafood Market Development
A Value Chain brings people and organizations together around a shared goal and focuses on practical
steps that can move ideas into action. These efforts are locally led and reflect work already underway.
The Business Support Value Chain, led by the Kodiak Chamber of Commerce, focuses on strengthening
local entrepreneurship. The group is developing a Business Start Up Guide to help business owners
navigate permits, licensing, and available resources.
The Walkability Value Chain, coordinated by Sandra West, works toward a more connected and
accessible Kodiak. The group partnered with Discover Kodiak on downtown signage improvements and
continues to explore opportunities that support safety, health, and economic activity.
The Childcare Value Chain remains a priority area. While a coordinating lead has not yet been
identified, community interest remains strong. KEDC and RCAC remain ready to provide facilitation and
technical assistance once leadership is established.
The Housing Value Chain supported development of the Housing Action Plan and continues into the
implementation phase through the Housing Steering Committee.
The Seafood Market Development Value Chain, led by Theresa Peterson with support from Danielle
Ringer, focuses on strengthening local seafood markets, increasing access to Kodiak harvested seafood,
and supporting marketing and storytelling tied to culture and place.
KEDC and RCAC continue to provide facilitation, outreach, and project management support for these
Value Chains through 2026. This approach builds local ownership while ensuring coordination and
follow through.
Page 35 of 81
Kodiak Economic Development Corporation Update
AGENDA ITEM #3.c.
In December 2025, the KEDC Board of Directors
formally adopted the 2026 to 2027 Strategic Plan.
While continuing to facilitate and work in areas
already established, the plan identifies three
primary priorities where KEDC can serve Kodiak in
the most impactful way:
1.Organizational sustainability and transparency
2. Housing Action Plan coordination
3. Career connections and workforce
development
The Strategic Plan reflects a shift from planning Tom"
toward implementation and accountability. It "AIR W--17-'
outlines clear objectives, metrics, and reporting';
commitments designed to support public trust and
effective coordination.
I; i
Throughout 2025, KEDC strengthened its '
organizational foundation by improving grant
tracking and reporting systems, updating
KODIAK
overnance documents, establishinga permanent ECONOMIC
g y . DEVELOPMENT
'a CORPORATION
office space, and maintaining regular
communication with public partners. f fit"
As KEDC moves into 2026, the focus remains on implementation, coordination, and sustained
engagement. Housing policy development, mariculture project readiness, workforce pathways, and
community driven economic initiatives all require consistent facilitation and communication across
jurisdictions and partners.
KEDC looks forward to continuing to work closely with the Kodiak Island Borough, the City of Kodiak,
tribal governments, employers, and community organizations to support a resilient and inclusive
economy for the Kodiak Archipelago.
Page 36 of 81
Kodiak Economic Development Corporation Update
AGENDA ITEM #3. c.
KODIAK HOUSING ACTION PLAN
From Planning to Implementation in 2026
In 2025, KEDC and the Kodiak community developed the Housing Action
Plan (HAP) to address housing availability, affordability, and quality on the
island.
In 2026, KEDC will lead the Housing Steering Committee to implement high -
impact housing solutions in partnership with the City of Kodiak and the
Kodiak Island Borough.
Housing Steering Committee
KEDC is leading the Housing Steering Committee, focused on implementing the
projects and policies identified in the Housing Action Plan, coordinating with
local governments and housing partners, and facilitating community discussions
to support shared understanding and participation throughout implementation.
HSC Role
• Prioritize near -term, high impact
housing solutions
• Coordinate policy discussions
across City and Borough
• Support analysis, public input, and
implementation planning
• Track progress and identify
implementation barriers
KEDC Role
• Convene and facilitate the
Steering Committee
• Provide technical support, analysis,
and policy development
• Coordinate with City and Borough
staff and elected officials
• KEDC is working with RCAC
through a Housing Coordinator
certification training
KODIAK Kodiak Economic Development Corporation
' ECONOMIC
DEVELOPMENT www.kodiakedc.com
CORPORATION
melissa@kodiakedc.com
Page 37 of 81
Kodiak Economic Development Corporation Update
AGENDA ITEM #3. c.
Priority Focus Areas: 2026 Implementation Actions
In 2026, KEDC will focus on three policy actions in coordination with the City of
Kodiak, Kodiak Island Borough, and housing partners.
Short -Term Rental Oversight and Compliance
Strengthen STR policy and oversight tools to protect long-term housing while
supporting a visitor economy.
• Design and recommend improvements to STR registration and tracking
• Establish data and reporting standards to understand housing impacts
• Propose compliance and enforcement approaches align with local needs
Voluntary Collection Agreement (VCA) and Housing Funding
Establish a VCA policy framework to generate dedicated funding for housing.
• Design and advance policy options for a Kodiak -specific VCA
• Recommend mechanisms to dedicate a portion of revenue to housing
• Develop a housing trust fund framework, including access, management, and
investment priorities
Accessory Dwelling Units (ADUs)
Update ADU policies with clear community guardrails to responsibly expand
housing options.
• Recommend ADU code updates addressing size, use, and occupancy
• Define community guardrails to maintain neighborhood character
• Analyze infrastructure and service capacity to inform decisions
KODIAK Kodiak Economic Development Corporation
.ECONOMIC
DEVELOPMENT www.kodiakedc.com
' CORPORATION
melissa@kodiakedc.com
Page 38 of 81
Kodiak Economic Development Corporation Update
AGENDA ITEM #3. d.
i Kodiak Regional Aquaculture Association
KODIAK REGIONAL AQUACULTURE ASSOCIATION
KRAA was created in 1983 as one of several non-profit Regional Aquaculture Associations in Alaska.
Creation of these associations by the legislature gives Alaskans a voice in the planning of their local salmon
production, enhancement and rehabilitation. KRAA's mission is to increase salmon abundance for all users through
hatchery production as well as rehabilitation and habitat protection or improvement and research activities
throughout the Kodiak Archipelago. To achieve its goals and mission, KRAA operates two state-owned salmon
hatchery facilities and conducts multiple projects to monitor and research the enhanced and naturally -producing
salmon stocks of the Kodiak Area. KRAA represents all Kodiak subsistence, sport, and commercial fishermen,
and provides projects to increase salmon abundance and harvests for each group.
KRAA AND THE ECONOMY
• In 2025, KRAA projects generated over 10,000,000 fish for Kodiak salmon fisheries (commercial, sport
and subsistence) which created over $7.8 million in ex -vessel value and over $3.5 million in cost recovery
revenues ($11.3 million total), all processed here in Kodiak.
• On average, KRAA's projects generate over $5 million
in ex -vessel value annually and account for
approximately 10-25% of salmon harvested in the
Kodiak Management Area. However, in even years,
Kitoi Bay Hatchery pink salmon can account for as much
as 50% of the overall pink salmon harvest.
• KRAA projects provide Sport and Subsistence fishing
opportunities for local communities and individual users.
Estimated annual average returns for Sockeye (10,000-
15,000), Coho (10,000-30,000) and Chinook (300
estimate) are conservative and based on limited data.
• KRAA facilities and projects generate jobs directly
through employment opportunities with KRAA (40-45
employees annually).
• KRAA's economic benefit flows through the Kodiak community to increase opportunity in commercial
fishing, support and stabilize local processors and processing jobs, and add to sport fishing and tourism
sectors.
KRAA BUDGETS & FUNDING
KRAA budgets averaged $6.4 million in recent years with payroll and expenditures in excess of
$4 million annually that is funneled largely into local and state economies.
• KRAA operations are funded by two means: 1)
Commercial salmon permit holders, through the collection of
Salmon Enhancement Tax (SET) revenues generated based on
the annual ex -vessel value of salmon landings in the Kodiak
region; and 2) Cost Recovery fisheries —the licensing of harvest
opportunity for hatchery -generated adult returns.
• Grants (capital projects, research) and cooperative
agreements (sportfish production) also provide a small portion
of the association's income.
• In tough years, 2018 and 2020 KRAA was able to forego
nearly all cost recovery operations and maximize our
Page 39 of 81
Kodiak Regional Aquaculture Association (KRAA) Presentation
AGENDA ITEM #3. d.
contribution to local commercial, sport and subsistence fisheries, to put food on the table, and support local
industry.
KRAA FACILITIES
• Pillar Creek Hatchery Average annual production:
Approximately 5 million sockeye eggs; 250,000
Chinook eggs; up to 500,000 coho eggs; 40,000
Rainbow Trout fingerlings.
• Pillar Creek Hatchery utilizes naturally spawning
sockeye stocks to generate juvenile sockeye for stocking
into barren lakes, creating enhanced sockeye fisheries.
These fisheries provide subsistence and sport
opportunities along with the primarily commercial
benefit.
• Pillar Creek Hatchery works with ADF&G Sportfish to
stock Chinook and Rainbow trout on the Kodiak Road
System. The Pillar Creek Sportfish program also includes
up to 500,000 coho for release to road system lakes to
benefit both sport and commercial fishers.
• Pillar Creek projects provide for subsistence sockeye to
the communities of Port Lions and Larsen Bay. Pillar Creek
coho salmon stocking projects on the road system also
provide additional opportunity for local anglers and tourists
alike.
• Kitoi Bay Hatchery Average Annual Production:
215,000,000 pink salmon eggs; 36,000,000 chum salmon
eggs; 2,300,000 coho salmon eggs; 850,000 sockeye salmon
eggs.
• Kitoi Bay provides sockeye salmon to the village of
Ouzinkie for remote imprinting and release. Adult returns
contribute directly to the community and its elders.
Additionally, coho salmon from Kitoi Bay are stocked into
local lakes at Ouzinkie and Port Lions to further enhance
subsistence and personal use fisheries in those communities.
KRAA RESEARCH & MONITORING
• Lake Limnology program monitors sockeye nursery
lakes in the Kodiak Archipelago.
• Fishery monitoring, collecting data and conducting
analysis on returning adult salmon in Kodiak's
enhanced fisheries.
• Otolith recovery and analysis to determine success
of adult returns and release strategies and assess
fishery contribution in surrounding fishing districts.
• Tribal and agency partnerships for various water
monitoring and educational projects and internships.
• Education and Outreach fosters programs related to
fisheries and hatchery practices with local
elementary schools and classrooms.
Page 40 of 81
Kodiak Regional Aquaculture Association (KRAA) Presentation
2
�30 YEARS
�OF PRIVATE
�ONPROFIT
HATCHERIES
m
N ALAS KA
v
O
the origin of Alaska's private non-
profit salmon hatcheries dates back
fifty years. In the early 1970's the
Alaska legislature took several steps
to address low salmon returns in the
state including the creation of limited
entry fishing permits, allowing the
development of salmon hatcheries,
and — in 1974 — authorizing Private
Nonprofit Corporations (PNPs) to
operate these hatcheries.
As of 2024, eight PNPs operate 26
hatcheries in Alaska. These include
a mix of PNP and state-owned
hatcheries, which PNPs operate at
no cost to the state. There are four
additional non-PNP hatcheries: two
sport fish hatcheries operated by the
state (in Anchorage and Fairbanks),
a research hatchery owned by the
federal National Marine Fisheries
Service, and a tribally owned hatchery
operated by the Metlakatla Indian
CQ6nmunity.
v
m
0
0 •
0
0 0
0
00
0 • •
0
PNP Hatchery Association Operators
SOUTHCENTRAL AK SOUTHEAST AK
KRAA VFDA NSRAA DIPAC
CIAA PWSAC AKI SSRAA
ALASKA PRIVATE NONPROFIT HATCHERY
ASSOCIATIONS AND HATCHERY LOCATIONS
SPORT, PERSONAL USE,
AND SUBSISTENCE
Coho, sockeye, and Chinook salmon are the most important hatchery -
produced species for sport, personal use, and subsistence harvests.
Hatchery -origin salmon accounted for 19% of the total statewide sport
coho catch, 15% of the sport chinook catch, 7% of the sport pink catch and
5% of the sport sockeye catch.
The largest hatchery contributions to sport harvests occur in Southern
Southeast (an average of 26,000 SSRAA coho harvested annually between
2018 and 2023), Prince William Sound (23,000 VFDA coho and 10,000
pinks) and Cook Inlet (22,000 CIAA sockeye).
About 7,800 hatchery salmon were harvested annually in personal
use fisheries available to Alaska residents, including about 6,000 DIPAC
sockeye salmon, which are harvested in the Sweetheart Creek personal use
fishery near Juneau.
ECONOMIC IMPACT OF
.A�M
1►_
HATCHERIES
Private nonprofit (PNP) salmon
hatcheries play an important
role in Alaska's seafood
industry, as well as the sport
and subsistence salmon
harvests and the regional
economies of Southeast Alaska,
Prince William Sound, Cook
Inlet, and Kodiak, the Alaska
regions with PNP hatcheries.
c
D
CD
U)
U)
0
0
D
COMMERCIAL FISHING VALUE
EX -VESSEL (COMMON PROPERTY)
The ex -vessel value of common property hatchery salmon is the gross revenue generated by
the harvest of hatchery salmon in regular commercial fishing opportunities. These common
property ex -vessel values do not include the cost recovery harvest. Cost recovery harvest
income is accounted for in hatchery operation costs. Wholesale value generated from cost
recovery salmon is also included in processing sector economic output.
Between 2018 and 2023, commercial fishermen harvested an annual average of 170 million
pounds of hatchery -produced salmon worth $102 million in ex -vessel value.
• The regional benefits of hatchery production are broad, including $51 million in annual
average harvest value in Prince William Sound, $42 million in Southeast, $8 million in
Kodiak, and about $0.6 million in Cook Inlet.
Chum and pink salmon account for most hatchery production. These two species made
up 47% and 36% of hatchery -generated common property ex -vessel value, respectively —
followed by sockeye (10%), coho (5%), and Chinook (2%).
Most hatchery -generated ex -vessel revenue went to the seine fleet (63%), followed by
gillnetters (30%), and trollers (7%).
Hatchery salmon accounted for 16% of the total value of Alaska's salmon harvest over
the 2018-2023 period.
Hatchery contribution to total salmon harvest was highest in PWS (53%), followed by
Southeast (33%), Kodiak (17%), and Cook Inlet (3%).
$1,000
$900
$800
$700
$600
$500
$400
$300
$200
$100
$0
HATCHERY CONTRIBUTION TO EX -VESSEL VALUE OF ALASKA'S
SALMON HARVESTS, 2018-2023 (MILLIONS OF DOLLARS)
2018 2019 2020 2021 2022 2023
HATCHERY WILD
ECONOMIC IMPACTS
• Statewide, approximately 7,500 fishermen (permit holders and crew)
earn some of their income from harvest of hatchery -produced salmon.
About 950 annualized commercial fishing jobs can be attributed to salmon
produced by PNP hatcheries.
The employment impact of hatcheries also includes hundreds of seafood
processing, hatchery operations, and charter fishing jobs, as well as
thousands of jobs in the support sector, created as hatchery -generated
dollars cycle through the Alaska economy.
The employment impact of hatcheries totals about 4,200 annualized jobs,
including all multiplier effects. A total of $219 million in annual labor
income (wages) can be attributed to salmon hatcheries.
ECONOMIC IMPACT OF ALASKA (STATEWIDE) HATCHERY PRODUCTION
.............................................................................................................................................................................. .
DIRECT INDIRECT & INDUCED TOTAL ECONOMIC
IMPACTS IMPACTS IMPACTS
.................................................................................................................................................................................
COMMERCIAL FISHING
EMPLOYMENT
LABOR INCOME ($MILLIONS)
SEAFOOD PROCESSING
EMPLOYMENT
LABOR INCOME ($MILLIONS)
HATCHERY OPERATIONS
EMPLOYMENT
LABOR INCOME ($MILLIONS)
NON-RESIDENT SPORT FISHING
EMPLOYMENT
LABOR INCOME ($MILLIONS)
TOTAL ECONOMIC IMPACT
EMPLOYMENT
LABOR INCOME ($MILLIONS)
950
$61
1,010
$58
290
$22
330
$12
2,580
$153
430
$20
810
$29
340
$10
100
$7
1,680
$66
1,390
$81
1,810
$87
630
$32
440
$19
4,270
$219
SEAFOOD
PROCESSING
VALUE
FIRST WHOLESALE
First wholesale value provides one
measure of the sales made by Alaska's
seafood processors and represents
the ex -vessel value paid to fishermen
plus value added by processing raw
products. First wholesale production
includes both common property and
cost recovery hatchery salmon. Common
property salmon made up 77% of the
value on average in the 2018-2023 study
period. The remaining 23% of wholesale
value was cost recovery salmon, fish
caught by fishermen through contracts
with hatcheries and sold to produce
revenue to PNP hatchery associations.
The first wholesale value of hatchery -
produced salmon averaged $346
million annually over the last five
years.
• Hatchery -derived first wholesale value
represented 21% of total statewide
salmon first wholesale value.
Hatcheries account for two-thirds of
the total first wholesale value of
Alaska's chum salmon, about a third
of coho first wholesale value and a
quarter of pink and Chinook value.
►.
PREPARED FOR
Southern Southeast
Regional Aquaculture
Association
Armstrong-Keta
Douglas Island Pink
and Chum, Inc.
Northern Southeast
Regional Aquaculture
Association
Prince William
Sound Aquaculture
Corporation
Valdez Fisheries
Development
Association, Inc. .
Cook Inlet Aquaculture
Association
Kodiak Island
Aquaculture
Association ter'
AGENDA ITEM #3.d.
Executive Summary
Alaska's salmon hatcheries contribute nearly a quarter of the value of our state's salmon harvests and generate
$600 million in economic output, with impacts throughout the economy. The scope of this report includes
Alaska's eight private, nonprofit hatchery associations, including impacts resulting from hatchery -produced
salmon as well as hatchery operations. Data sources include ADF&G, hatcheries, CFEC, DOLWD, and IMPLAN.
Commercial harvest and processing data presented reflect annual averages across the six -year period 2012-
2017. Sport harvest and related data reflects 2012-2016 averages due to a lag in ADF&G data availability.
Common Property Ex -Vessel Volume and Value
Ex -Vessel
• Over the study period, commercial fishermen harvested an annual average Value
of 222 million pounds of hatchery -produced salmon worth $120 million in
ex -vessel value.
• Chum and pink salmon are the most important species — responsible for
mi ion
39 and 38 percent of ex -vessel value, respectively — followed by sockeye 2012-2017 Average
(16 percent), coho (4 percent), and Chinook (2 percent).
• More than half of hatchery salmon ex -vessel value went to seiners (57 percent). Gillnetters pulled in 38
percent, while trollers caught 5 percent of hatchery ex -vessel value over the study period.
• Regionally, Prince William Sound (PWS) harvests of hatchery salmon generated $69 million in ex -vessel
value annually. Southeast harvests earned fishermen $44 million on average, followed by Kodiak ($7
million) and Cook Inlet ($0.5 million) harvests. It should be noted that Cook Inlet Aquaculture
Association (CIAA) is currently building up their pink production and the full impact of these additional
investments will not be seen for several more years. In addition, CIAA maintains several flow control
structures and a fish ladder — efforts that lead to additional (though unquantifiable) salmon production.
• As a percentage of statewide harvest value, hatchery -derived salmon represents 22 percent of total
salmon ex -vessel value over the study period. This percentage ranged from a high of 28 percent in 2013
to a low of 15 percent in 2016. Hatchery contribution was highest in PWS (65 percent) over the study
period, followed by Southeast (31 percent), Kodiak (16 percent), and Cook Inlet (2 percent).
Hatchery Contribution to Ex -Vessel Value of Alaska's Salmon Harvests, 2012-2017
$700
70%
$600
60%
- 65%, PWS
_ $500
50%
$400
40%
'£ $300
30%
— 31%, Southeast
$200
20%
— 23%, Statewide
$100
MM
10%
16%, Kodiak
$0
®
0%
2%, Cook Inlet
2012 2013
2014
2015 2016 2017
2012-2017
Avg. Hatchery
HatcheryWild
Hatchery Percentage
ry g
/°, by Region
Economic Impacts of Alaska's Salmon Hatcheries - Executive Summary
Kodiak Regional Aquaculture Association (KRAA) Presentation
McDpgfiA gWHp$1 Page 1
AGENDA ITEM #3.d.
First Wholesale Value
First Wholesale
•
The first wholesale value — the value of raw fish plus the value added by Value
the first processor — of hatchery -produced salmon averaged $361 million
annually across the study period.
million
• Nearly four -fifths (79 percent) of hatchery -produced first wholesale value
is estimated to come from common property fisheries, with the remainder 2012-2017 Average
deriving from cost recovery harvests.
• Hatchery -derived first wholesale value represents 24 percent of total statewide salmon first wholesale
value over the study period. By species, nearly two-thirds of chum, one-third of pink, and close to two -
fifths of coho (19 percent) and Chinook (18 percent) wholesale production value was derived from
hatchery salmon over the study period.
Hatchery Contribution to First Wholesale Value of Alaska Salmon Products, 2012-2017
$2,000 70% 64%, Chum
$1,800 60%
$1,600
$1,400 50%
p $1,200 40%
$1,000 33%,Pink
E $800 30% n 24%, Statewide
$400 20% 19%, Coho
$200 ® ® 10% 18%, Chinook
$0 0% 5%,Sockeye
2012 2013 2014 2015 2016 2017 2012-2017
Avg. Hatchery
Hatchery Wild Hatchery Percentage %, by Species
Sport/Personal Use/Subsistence
• Coho, Chinook, and sockeye salmon are the most important hatchery -produced species for sport,
personal use, and subsistence harvests. These species are produced in smaller numbers compared to
pink and chum but are much more valuable on a per fish basis.
• On average, about 10,000 hatchery -origin Chinook, 5,000 chum, 100,000 coho, 19,000 pink, and 138,000
sockeye salmon were harvested annually in sport and related fisheries over the study period. These
numbers are considered conservative due to limited sampling of sport and related harvests for origin
(hatchery/non-hatchery), among other factors.
Sport and Related
Harvests —
2012-2016 Averages
• Sport harvests accounted for over 99 percent of the sport/personal
use/subsistence harvest of hatchery -produced coho and Chinook. By contrast,
most non-commercial hatchery sockeye were harvested by personal use and
subsistence fishermen (80 percent), with only 20 percent caught by sport fishermen.
• As a percentage of statewide sport -caught fish, hatchery -origin salmon
accounted for 17 percent of sport coho harvests, 13 percent of sport sockeye
harvests, and 8 percent of sport Chinook harvests.
Economic Impacts of Alaska's Salmon Hatcheries - Executive Summary
Kodiak Regional Aquaculture Association (KRAA) Presentation
McD IA q gpgl Page 2
AGENDA ITEM #3.d.
Economic Impacts
• Alaska's salmon hatcheries account for the annual equivalent of 4,700 jobs
and $218 million in total labor income, including all direct, indirect, and
induced economic impacts. A total of $600 million in annual economic
output is connected to Alaska salmon hatchery production.
•
Annual Economic
1..,+�
The employment impact of 4,700 jobs is an annualized estimate. The economic " "
LT
number of people who earn some income from the harvest of hatchery -
produced salmon is several times the annual average. More than 16,000
fishermen, processing employees, and hatchery workers can attribute some portion of their income to
Alaska's salmon hatchery production. Thousands of additional support sector workers earn wages
connected to Alaska hatchery production.
• The economic footprint of Alaska's hatcheries includes $95 million in labor income associated with
commercial fishing, $82 million in labor income associated with processing, and $25 million connected
to hatchery operations.
• Non-resident sport harvest of hatchery salmon accounts for $16 million in annual labor income created
directly or indirectly by Alaska's hatcheries. This number is limited to impacts resulting from non-
resident sport harvest of hatchery salmon and should be considered conservative. Clearly, resident
sport/personal use/subsistence harvests of hatchery salmon have additional economic impacts as well
as very significant social and cultural impacts in Alaska.
• Southeast Alaska hatcheries account for 2,000 jobs (annualized), $90 million in labor income, and $237
million in total annual output, including all multiplier effects.
• Prince William Sound hatcheries account for 2,200 jobs, $100 million in labor income, and $315 million
in total annual output, including all direct, indirect, and induced effects.
Total Annual Statewide Economic Impact of Alaska Salmon Hatcheries
Commercial Fishing
Employment
1,040
500
1,540
Labor Income
$70.9 million
$23.5 million
$94.4 million
Seafood Processing
Employment
1,360
820
2,180
Labor Income
$52.2 million
$29.5 million
$81.7 million
Hatchery Operations
Employment
345
270
615
Labor Income
$15.5 million
$9.3 million
$24.8 million
Non-resident Sport Fishing
Employment
285
90
375
Labor Income
$10.5 million
$5.7 million
$16.2 million
Total Economic Impact
Employment
3,030
1,680
4,710
Labor Income
$149.1 million
$68.1 million
$217.2 million
Output
$386.1 million
$216.0 million
$602.1 million
Economic Impacts of Alaska's Salmon Hatcheries — Executive Summary McDpgtI1 gV&pgl Page 3
Kodiak Regional Aquaculture Association (KRAA) Presentation
Rkii� I -
AGENDA ITEM #3.d.
1 w1 L"I NV1
1
D
1
n
u
Enhancing Alaska's Salmon Fisheries
In Alaska, the purpose of salmon hatcheries is to supplement natural stock
production for public benefit.
Hatcheries in Alaska were carefully designed to
SUPPLEMENT or ENHANCE existing wild salmon
fisheries in Alaska.
Alaska hatcheries were NOT designed to
REPLACE wild salmon fisheries due to habitat loss
and other issues related to human encroachment
on habitat like most hatcheries in the U.S.
Colonization (or straying) is a natural part of the
salmon life cycle, so hatcheries are required to use
LOCALLY ADAPTED STOCKS from nearby rivers
and streams to maintain the natural genetic mixing
of salmon populations within an area.
Harvest
the p
Egg incubation
0
FRESHWATER
SALTWATER
Outmigration to ocean
Spring
net pens
The Alaska enhancement program was the first
to have a FISH GENETICS POLICY to ensure
sustainability of salmon fisheries which is a model
for other hatchery programs in the world
to follow.
Most hatcheries in Alaska are private non-profit.
The fish are EVERYONE'S FISH and are for the
benefit of all Alaskans.
The highest priority of the Alaska hatchery
programs is to PROTECT AND MAINTAIN
WILD stocks.
HOW DO ALASKA HATCHERIES WORK?
Unlike farmed salmon, Alaska hatcheries do not
grow fish to adulthood, but incubate fertilized eggs
and release resulting offspring as juveniles (i.e., fry
or smolt) to grow in the wild. This is different from
farmed salmon, that spend their entire life in a net
pen or other controlled environment.
Hatcheries give a'jump start'tojuvenile salmon
by reducing mortality, providing protection from
predation, and allowing them to mature from eggs
before being released into the wild. On average,
mortality is reduced from 90% to 10% for the
juvenile salmon.
All Alaska salmon (wild or hatchery) are WILD
CAUGHT, and all are ALASKA, by definition.
A$ �{ Page 47 of 81
KOQIaK"f2egiona�'�quacu�"ture"AS�oclation�K�ej�`1resenaiion99so� �147 // P:800.478.2903 // 907.465.5560 // ALASKASEAFOOD.ORG
HATCHERY PEOPLE AND PLACES
AGENDA ITEM #3.d.
ALASKA PRODUCTION
There are 30 production hatcheries and 1 research facility
with most being private non-profit (PNP) hatcheries.
• 26 PNP
• 2 Sport Fich
• 1 Natic
• Metlak
Hatche
regions
i
Cook Inlet
POPULATION MONITORING
While in the hatchery, salmon are marked through the
use of slight variations in water temperature which leaves
a signature in the salmon's ear bone, or otolith. This otolith
mark can later be'read'to determine in which hatchery
the salmon originated, and allows harvest managers to
differentiate hatchery fish from wild fish. Now, almost
100% of all hatchery salmon in most of the state are
marked. Apart from this minute hatchery -placed marking,
it is nearly impossible to tell Alaska's hatchery salmon from
non -hatchery salmon.
ADF&G's 2022 Alaska Salmon Fisheries Enhancement
Annual Report found the value of the commercial hatchery
harvest to be $163 million, with the following breakdown
by species:
Chum:
$92 million, 56%
Pink:
$48 million, 29%
Sockeye:
$14 million, 9%
Coho:
$5 million, 4%
Chinook:
$4 million, 2%
URES
ry programs to wild
and practices to
)rescribed distance
As
)y using a large
broodstock and not selectively breeding
• Restricting transportation of stocks between the
major geographic areas in the state
• Using only eggs for hatchery production from
regional wild salmon stocks to minimize genetic
variation due to straying
• Strict fish health regulations to prevent the spread
of disease in fish
To meet the mandate that hatcheries be compatible
with the sustainability of wild stocks, ADFG is engaged
in ongoing, long-term research to address concerns or
questions about interactions between hatchery and
wild stocks.
Page 48 of 81
Koc�`ia"�c EAFOOD r'Aq ETING I u eTUR 311e nn(�F�;�XJs` 2OOen'rat AK 99801-1147 it P: 800.478.2903 // 907.465.5560 // ALASKASEAFOOD.ORG
PNP Hatchery Program
Alaska Department of Fish and Game — Division of Commercial Fisheries — P.O. Box
ALASKA HATCHERY PROGRAM
The Alaska hatchery program was designed to increase salmon
abundance and enhance fisheries, while protecting wild stocks. The
program was built in response to depressed commercial fisheries, to meet
the needs of the people of the state.
Fisheries enhancement projects are not permitted if they are anticipated to
have a significant negative effect on natural production. Our fisheries
enhancement program is designed to supplement natural production, not
replace or displace it. Hatcheries can decrease fishing pressure on
naturally -spawning salmon populations. Alaska commercial salmon
harvests have increased greatly since the inception of Alaska's hatchery
program and natural stock harvests have improved (Figure 1).
250 10 Hatchery Production
° j ❑Natural Production
200 PNP
Limited Entry Hatchery
and Hatchery Program
Program 1974
160 Authorized by
Voters 1973
loo n�IpnIII�IpIp, p Statehood
n_ III III II 1959r
0
Figure 1. Alaska commercial salmon harvests, 1900-2023.
FISHERIES CONTRIBUTION
As Alaska's salmon return to their place of origin, they are available
for common property harvest in personal use, sport, subsistence, and
commercial fisheries.
Hatchery contributions of adult salmon to commercial fisheries have grew
over the life of the program and have been as much as 97 million fish,
accounting for 35% of the total salmon harvested in common property
commercial fisheries in 2013 (Figure 2).
In 1973-1982, hatcheries contributed an average of <1 % of common
property commercial fisheries. The average percentage grew to 12% in
the following 10
years(1983-1992)
then grew to 28%
and 26% in 2003-
2012 and 2013-
1982, respectively
(Figure 2).
Mosthatchery
production is
pink and chum
salmon, with the
majority of pink
salmon harvested
in Prince William
100
80
a
x
60
5 40
0 20
-21
Sound (PWS) and
Kodiak; and chum salmon harvested mainly in Southeast Alaska (SEAK).
In 2023, hatchery production accounted for 81% of the commercial
fisheries harvest in PWS, 39% in Kodiak, and 24% in SEAK.
The PNP hatchery program prepares a comprehensive report on fisheries
enhancement for the legislature. Link to 2023 report:
htil2s://www.adfa.alaska.j4ov/FedAidPDFs/RIR.5J.2024.05.pd
almon produced by Alaska's fisheries enhancement program
remain wild. Our programs protect the fish during the early
juvenile life stage; the fish put on most of their growth at sea.
By design, the hatchery program in Alaska has
attempted to minimize interactions between 40z"
natural and hatchery stocks by locating
hatcheries away from significant naturally -
occurring populations of salmon.
Only local stocks are permitted for use so that
hatchery -produced fish are locally adapted and
have local genetic profiles. Breeding or
manipulation of stock characteristics is
prohibited and large numbers of broodstock are used in order to
maintain diversity, so that Alaska's fish remain wild.
Alaska's salmon fisheries are managed
with wild stock priority, to ensure
adequate numbers of salmon reach natal
freshwater spawning areas to maintain
healthy, sustainable, naturally -spawning
populations. ADF&G biologists estimate
escapement goals for key wild stock systems
and monitor returns to these systems annually.
Cooperative development of annual
management plans
guide hatchery operations, production, and
harvest management of returns, lends to
success in fisheries management and
hatchery contribution to fisheries while
maintaining hatcheries' production goals.
-Tn 2023, fishery enhancement programs were conducted by
JL hatcheries in five of the twelve designated aquaculture regions. The
number of active hatcheries
a6 e by regtion were:
8ain0 Southern Southeast - 8
Northern Southeast - 9
Reed
.ako.Prince William Sound - 6
Rlwr
Cook Inlet - 4
Kodiak - 2
Lah—t
mmI Pda�
B' William
saaa
Ka41ak Hatchery production grew
t. • ^4`"` t„i,.Ik R,a,„„ quickly in the 1980's. Since
��■ R°a`"'°" then, production increases
slowed and steadied (Figure
3). To evaluate fishery contributions and better estimate survival,
hatcheries started marking releases, first with fin clips, then Coded
Wire Tags (CWT's) and
clipped adipose fins, and
more recently, with
otolith marks. In 2023,
3% of hatchery releases
were CWT'd and ad -
clipped, and 96% of
hatchery -released fish
were otolith marked
(Figure 3).
Requests for changes in
hatchery production are
approached with consideration of potential risks to wild stocks. Wild -
hatchery salmon interactions studies are occurring to better understand
these relationships. As studies provide results, we will evaluate and
decide if modifications to the program are warranted.
1800 Ad. dp+CWT
—1600 Ad. chp�CWT+Oto
0 1400
B 1200 Otfith
1000
Pa 800
z 600
4on
2o0
0
1972 1977 1982 1987 1992 1997 2002 2007 2012 2017 2022
Figure 3.-Juvenile salmon released by mark type, 1973-2023.
ADP&G 3/29/2024
.
AGENDA ITEM #3.d.
PROPOSAL 170
5 AAC 40.XXX New Regulation.
Reduce the permitted egg take level of each hatchery permit containing pink and chum salmon by
25% of the current permitted capacity for those species, as follows:
What is the issue you would like the board to address and why? Currently, 30 salmon hatcheries
are operating in the state. Twenty-seven facilities are operated by private nonprofit (PNP)
corporations, which are funded primarily from the sale of a portion of hatchery returns. Of these,
1 l are state owned and operated by PNPs on the state's behalf at no cost to the state. Non-PNP
operated hatcheries include two sport fish hatcheries operated by the state and one hatchery
operated by the Metlakatla Indian Community under federal regulation.' Most of these hatcheries
have been operating since the Alaska Hatchery Act was adopted in 1974, authorizing private non-
profit corporations to own and operate salmon hatcheries to supplement wild salmon stocks and
support fisheries.
The regulatory intent in the Act was to also protect wild salmon stocks. The Alaska Hatchery
Act establishing the PNP Hatchery system was adopted in 1974. "Section 1. INTENT. It is the
intent of this Act to authorize the private ownership of salmon hatcheries by qualified nonprofit
corporations for the purpose of contributing, by artificial means, to the rehabilitation of the state's
depleted and depressed salmon fishery. The program shall be operated without adversely affecting
natural stocks of fish in the state and under a policy of management which allows reasonable
segregation of returning hatchery -reared salmon from naturally occurring stocks." However,
during the 50 years since the implementation of PNP hatcheries, there has been virtually no
environmental review or cost -benefit analysis of the impacts of hatcheries and very limited
oversight by Alaska Board of Fisheries.
State of Alaska law (Policy for management of sustainable salmon fisheries — 5 AAC 39.222)
mandates that hatcheries shall operate without adversely affecting natural stocks of fish.
Assessing that impact is the Board of Fish responsibility. However, except for a 1977 authority
given to the Board of Fisheries for salmon broodstock releases under a hatchery permit, there was
no annual Board oversight on hatcheries between 1974 and 1999. In 1999, the first Board of Fish
hatchery committee was established. The committee did not rneet until 2001 but only for two years
to establish protocols. Between 2003-2018 there were no Board hatchery meetings. In 2018, the
Board adopted the Committee of the Whole (entire Board) which met for a full day since, except
2021 due to Covid. This means that for most of the 49 years of the PNP hatchery program, there
was no public review or Board of Fish oversight.
With the severe and escalating decline of wild salmon stocks in both average size and abundance,
there is ample peer -reviewed scientific evidence that hatchery salmon negatively impact wild
salmon in many significant ways. For several years, different groups have been submitting
proposals for hatchery egg take reduction as one of the responses to protect wild salmon. All those
proposals were refused on the basis of lack of conclusive evidence that there is a correlative
relationship to detrimental impacts of hatchery production in wild stocks through competition for
forage food and straying.
However, there is over-whelming evidence of negative impacts with very little corresponding
evidence to the opposite. "Hatcheries have long produced salmonids for fisheries and mitigation,
though their widespread use is increasingly controversial because of potential impacts to wild
Page 50 of 81
Kodiak Regional Aquaculture Association (KRAA) Presentation
AGENDA ITEM #3.d.
salmonids. We conducted a global literature search of peer -reviewed publications (1970-2021)
evaluating how hatchery salmonids affected wild salmonids, developed a publicly available
database, and synthesized results. Two hundred six publications met our search criteria, with 83%
reporting adverse/minimally adverse effects on wild salmonids. Adverse genetic effects on
diversity were most common, followed by effects on productivity and abundance via ecological
and genetic processes. Few publications (3%) reported beneficial hatchery effects on wild
salmonids, nearly all from intensive recovery programs used to bolster highly depleted wild
populations. Our review suggests hatcheries commonly have adverse impacts on wild salmonids
in freshwater and marine environments."" Since this synthesis was published in 2023, even more
hatchery -impact papers have emerged.
While the Alaska Board of Fisheries has limited authority to provide injunctive relief on this issue,
they can reduce hatchery egg take permitting levels. This is the only venue open to public proposals
and the only recourse for the general public to debate or contest hatchery
practices.
Did you develop your proposal in coordination with others, or with your local Fish and Game
Advisory Committee? Explain.
PROPOSED BY: Fairbanks Fish and Game Advisory Committee Jeff Lucas, Chair
(EF-F26-137)
Page 51 of 81
Kodiak Regional Aquaculture Association (KRAA) Presentation
AGENDA ITEM #3.d.
PROPOSAL 171
5 AAC 40. XXX New Regulation.
Amend Prince William Sound hatchery permits to reduce pink salmon egg take capacity, as
follows:
Require changes in Prince William Sound Pink Salmon hatchery production sufficient to reduce
straying into Lower Cook Inlet streams to levels specified in the Prince William
Sound/Copper River Comprehensive Salmon Plan.
What is the issue you would like the board to address and why? High levels of straying by
Prince William Sound hatchery pink salmon have been identified in Lower Cook Inlet streams
(Otis et al. 2018. Observations of Pink Salmon hatchery proportions in selected Lower Cook Inlet
escapements, 2016-2017. Alaska Department of Fish and Game Special Publication 18-11). PWS
hatchery contributions averaged 22% in 17 LCI streams sampled in 2014-2018. Combined
contributions of LCI and PWS hatchery fish averaged 34%.
High stray rates reduce wild pink salmon productivity due to low relative reproductive success of
hatchery fish recently identified by the Alaska Hatchery Research Project. High stray rates violate
criteria in the Prince William Sound/Copper River Comprehensive Salmon Plan specifying that
the proportion of hatchery salmon straying into wild -stock streams must remain below 2% of the
wild -stock escapement over the long term.
Did you develop your proposal in coordination with others, or with your local Fish and Game
Advisory Committee? Explain. Not applicable
PROPOSED BY: Kenai River Sportfishing Association (EF-F26-009)
Page 52 of 81
Kodiak Regional Aquaculture Association (KRAA) Presentation
AGENDA ITEM #3.d.
PROPOSAL 172
5 AAC 40.XXX New Regulation.
Board generated regulation that places a moratorium on pink and chum hatchery production.
Adopt a Hatchery salmon policy establishing a moratorium on any increase in egg take of Pink
Salmon and Chum Salmon for the purposes of artificial production in the waters of Alaska relative
to permitted levels as of 2025.
The moratorium would remain in effect until repeal or revision by the Board based on
considerations that might include:
1) resolution of uncertainty in the science regarding hatchery -wild effects,
2) comprehensive hatchery policy guidelines for acceptable levels of hatchery straying; hatchery
sanctuary areas for protection of genetic legacy salmon populations; criteria for identification
and evaluation of remote hatchery release sites; criteria for new releases of hatchery salmon in
areas where they do not currently occur; escapement goal assessments in enhanced wild salmon
population; and ecosystem interactions with hatchery fish.
3) the availability of updated Regional Comprehensive plans that reflect current programs and
comprehensive hatchery policies.
4) results of any independent scientific review of Alaska hatchery research findings, policies and
programs that might occur.
A moratorium would call a time out on any further hatchery expansion in light of significant
concerns and uncertainty in negative effects of current programs. This pause would allow time for
the Alaska hatchery study time to complete its work and for current information to be incorporated
into policy and practice.
This action endorses and codifies an informal policy decision by the Commissioner to not permit
increased egg take for pink salmon hatchery production as reported in RC240 of the 2024 Upper
Cook Inlet Board of Fisheries meeting. Without Board action, this informal policy could be set
aside by a future Commissioner without regard for the current scientific information on hatchery
effects.
This action is within Board authority as per AAC 16.05.251 (9) "prohibiting and regulating the
live capture, possession, transport, or release of native or exotic fish or their eggs" and AAC
16.10.440 (b) "the Board of Fisheries may, after the issuance of a permit by the commissioner,
amend by regulation... the terms of the permit relating to the source and number of salmon eggs..."
What is the issue you would like the board to address and why? New information produced by
the Alaska Hatchery Research Project and recent publications in the peer -reviewed scientific
literature have identified a high potential for significant negative impacts of Alaska salmon
hatchery programs on wild salmon stocks and the marine ecosystem. Hatchery Pink and Chum
salmon have been observed to stray widely into Prince William Sound, Southeast Alaska and
Lower Cook Inlet wild salmon streams. Wild Pink Salmon productivity may be reduced by low
relative reproductive success of hatchery fish.
Significant changes in marine ecosystems have also been associated with large numbers of Pink
Salmon including hatchery fish. Ecosystem impacts of large-scale hatchery in Alaska may have
Page 53 of 81
Kodiak Regional Aquaculture Association (KRAA) Presentation
AGENDA ITEM #3.d.
contributed to widespread declines in productivity of Chinook and Chum salmon in many areas of
Alaska.
The Policy for the Management of Sustainable Salmon Fisheries directs that wild salmon stocks
and fisheries on those stocks should be protected from adverse impacts from artificial
propagation and enhancement efforts [5 AAC 39.222(c)(1)(D)] and artificial propagation shall
be managed conservatively with a precautionary approach in the face of uncertainty [5 AAC
39.222(c)(5)(A)].
While enhancement activities are guided by a variety of Department policies, guidelines and
processes, many of these have not been updated based on current scientific information and a
comprehensive salmon hatchery policy does not exist. Regional Comprehensive Salmon
Enhancement Plans [5 AAC 40.340] are out of date and current programs may be inconsistent
with the available plans.
Did you develop your proposal in coordination with others, or with your local Fish and Game
Advisory Committee? Explain. Not applicable
PROPOSED BY: Kenai River Sportfishing Association (EF-F26-007)
Page 54 of 81
Kodiak Regional Aquaculture Association (KRAA) Presentation
AGENDA ITEM #3. f.
KODIAK ISLAND BOROUGH
STAFF REPORT
JANUARY 29, 2026
ASSEMBLY WORK SESSION
SUBJECT: Discuss Code Change To Reduce Allowable Assembly Absences
ORIGINATOR: Bo Whiteside, Assembly Member
RECOMMENDATION:
Discuss and provide guidance on whether KIB staff should prepare an ordinance for
introduction.
DISCUSSION:
Assembly member Whiteside submitted the attached agenda item request form requesting an
amendment to KIBC 2.25.060 (B) to reduce the allowable absences from missing one-half to
one-fourth of the meetings held in any year.
KIBC 2.25.060(B). If a member of the governing body misses one-half of the meetings held in
any year of his or her term of office, each year between November 1st and October 31 st, the
seat shall be automatically vacated.
ALTERNATIVES:
FISCAL IMPACT:
OTHER INFORMATION:
KIBC 2.30.050 (C.3)
Agenda items submitted by an assembly member or the mayor without staff assistance, or
submitted by the manager, shall be included on the agenda within 60 days.
KIBC 2.30.060 (B)Preparation of agenda items. ordinances, resolutions, or other proposed
agenda items may be submitted to the clerk by an assembly member, a committee of the
assembly, the mayor, or the manager for placement on the agenda. An assembly member
may request an item placed on the assembly agenda by completing an agenda request form
provided by the borough clerk's office and providing a copy of the proposed item in a format
that is ready to be placed on the agenda.
KIBC 2.20.070(C.1) Requests for Staff Assistance. During a work session or a meeting, or by
submitting a request for services on a form provided by the borough clerk's office, the mayor
may request that the manager, clerk, or attorney prepare a proposed ordinance or resolution
to be submitted to the clerk for placement on the agenda in accordance with section
2.30.060(C)(4).
KIBC 2.30.100(G.1) Requests for Staff Assistance. During a work session or a meeting, or by
submitting a request for services on a form provided by the borough clerk's office, any two or
more members of the assembly may request that the manager, clerk, or attorney prepare a
Kodiak Island Borough Page 55 of 81
Discuss Code Change To Reduce Allowable Assembly Absences
AGENDA ITEM #3. f.
KODIAK ISLAND BOROUGH
STAFF REPORT
JANUARY 29, 2026
ASSEMBLY WORK SESSION
proposed ordinance or resolution to be submitted to the clerk for placement on the agenda in
accordance with section 2.30.060(C)(4).
KIBC 2.30.050 (C.4)Agenda items prepared by staff at the request of the mayor or by two or
more assembly members under section 2.20.070(C) or 2.30.100(G) shall be scheduled on an
agenda within 60 days of the agenda item request being submitted to the clerk, unless the
assembly directs that the item appear on a particular meeting agenda.
Kodiak Island Borough
Discuss Code Change To Reduce Allowable Assembly Absences
Page 56 of 81
AGENDA ITEM #3. f.
KODIAK ISLAND BOROUGH
ATTACH THE ORDINANCE, RESOLUTION, OR AGENDA ITEM INFORMATION
FOR ITEMS THAT ARE READY TO BE PLACED ON THE AGENDA
DATE SUBMITTED: �0oz�
Requestor: 4 1011. Yrk Preferred Mtg. Date: Ql
Item Description: Pf4, J_
REQUEST FOR ASSISTANCE STAFF TO PREPARE AN ORDINANCE OR RESOLUTION
Requestor 1: I;0 �t/�ifi`�C
Detailed Description: f
Requestor 2:
1
Kidd /h /°U^
LEGAL OPINION REQUEST
Requestor 1: Requestor 2:
Date when you want the opinion by. -
Detailed Description:
See pertinent code sections on the back.
Revised on: 20240607 nj
Page 57 of 81
Discuss Code Change To Reduce Allowable Assembly Absences
AGENDA ITEM #3.f.
KIBC 2.30.050 (C.3)
Agenda items submitted by an assembly member or the mayor without staff assistance, or submitted by the manager,
shall be included on the agenda within 60 days.
KIBC 2.30.060 (B)
Preparation of agenda items. ordinances, resolutions, or other proposed agenda items may be submitted to the clerk
by an assembly member, a committee of the assembly, the mayor, or the manager for placement on the agenda. An
assembly member may request an item placed on the assembly agenda by completing an agenda request form
provided by the borough clerk's office and providing a copy of the proposed item in a format that is ready to be
placed on the agenda.
KIBC 2.20.070(C.1) Requests for Staff Assistance.
During a work session or a meeting, or by submitting a request for services on a form provided by the borough clerk's
office, the mayor may request that the manager, clerk, or attorney prepare a proposed ordinance or resolution to be
submitted to the clerk for placement on the agenda in accordance with section 2.30.060(C)(4).
KIBC 2.30. 100(G. 1) Requests for Staff Assistance.
During a work session or a meeting, or by submitting a request for services on a form provided by the borough clerk's
office, any two or more members of the assembly may request that the manager, clerk, or attorney prepare a proposed
ordinance or resolution to be submitted to the clerk for placement on the agenda in accordance with section
2.30.060(C) (4).
KIBC 2.30.050 (C.4)
Agenda items prepared by staff at the request of the mayor or by two or more assembly members under section
2.20.070(C) or 2.30.100(G) shall be scheduled on an agenda within 60 days of the agenda item request being
submitted to the clerk, unless the assembly directs that the item appear on a particular meeting agenda.
KIBC 2.20.070(C.2) Requests for Legal Opinions.
During a work session or a meeting, or by submitting a request for services on a form provided by the borough clerk's
office, the mayor and an assembly member may request written legal opinions, relating to borough business, from
the attorney through the manager's or the clerk's office. Upon receipt of the legal opinion, the clerk's office shall
distribute it to all assembly members.
KIBC 2.30.100(G.2) Requests for Legal Opinions.
During a work session or a meeting, or by submitting a request for services on a form provided by the borough clerk's
office, any two or more members of the assembly, may request written legal opinions, relating to borough business,
from the attorney through the manager's or the clerk's office. Upon receipt of the legal opinion, the clerk's office shall
distribute it to all assembly members.
For staff use:
Received date:
60 days deadline:
Notes:
Provided a copy to the Manager
Scheduled on the meeting agenda of:
KIBC 2.30.060 (B)
Upon receipt of an agenda item request, the borough clerk shall immediately provide a copy to the borough manager.
The borough manager may provide information or make recommendations, if applicable, and submit such
information to the borough clerk for inclusion with the agenda item
Revised on: 20240607 nj
Page 58 of 81
Discuss Code Change To Reduce Allowable Assembly Absences
AGENDA ITEM #3.f.
KIBC 2.25.060, Declaring and filling vacancies
2.25.060 Declaring and filling vacancies.
Page 1 of 2
A. The assembly shall declare an assembly member's seat vacant when the assembly member:
1. Fails to qualify or take office within 30 days after election or appointment;
2. Is physically absent from the municipality for 90 consecutive days unless excused by the
governing body;
3. Resigns and the resignation is accepted;
4. Is physically or mentally unable to perform the duties of office as determined by a
two-thirds vote of the authorized membership of the assembly;
5. Is convicted of a felony or of an offense involving a violation of the oath of office;
6. Is convicted of a felony or misdemeanor described in AS 15.56 and two-thirds of the
members of the authorized membership of the assembly concur in expelling the person
elected;
7. Is convicted of a violation of AS 15.13;
8. No longer physically resides in the municipality and the authorized membership of the
assembly by a two-thirds vote declares the seat vacant; this subsection does not apply to a
member of the governing body who forfeits office under AS 29.20.140(a); or
9. If a member of the governing body misses three consecutively held regular meetings
and is not excused.
B. If a member of the governing body misses one-half of the meetings held in any year of his
or her term of office, each year between November 1st and October 31 st, the seat shall be
automatically vacated.
C. If less than 90 days remain in a term, the vacant seat shall not be filled. If a seat is declared
vacant and more than 90 days remain in the term, then the clerk shall publish reasonable
public notice of the vacancy and, for 14 days after the first publication thereof, receive
applications from persons interested in being appointed to the vacant seat. The assembly shall
review the applications and may interview applicants. Not later than 30 days after the seat is
The Kodiak Island Borough Code is current through Ordinance FY2026-10, passed October 2, 2025.
Page 59 of 81
Discuss Code Change To Reduce Allowable Assembly Absences
AGENDA ITEM #3.f.
KIBC 2.25.060, Declaring and filling vacancies
Page 2 of 2
declared vacant, the assembly shall appoint from among the applicants a qualified person to fill
the vacant seat.
D. In appointing a person from among the applicants, the assembly shall utilize the voting
procedures specified in KIBC 2.30.040(A) for the election of the deputy presiding officer.
E. Notwithstanding subsection C of this section, if the membership of the assembly is reduced
to fewer than four assembly members, then the remaining assembly members shall appoint as
many qualified persons to the assembly as is necessary to once again constitute a quorum. The
assembly shall utilize any procedure which is reasonable under the circumstances in making
the appointments required by this subsection and shall make said appointments not later than
seven days after the quorum was reduced to less than four assembly members.
F. Persons appointed to fill a vacancy shall serve until the next regular election, at which time a
successor shall be elected to fulfill the remainder of the unexpired term of office. [Ord. FY2025-06
§3, 2024; Ord. FY2008-12 §2, 2008; Ord. FY2005-07 §4, 2004; Ord. 98-02 §4, 1998; Ord. 90-18 §2, 1990; Ord.
79-11-0, 1979; Ord. 74-6-0 §5, 1974; prior code Ch. 2 subch. 2 §5. Formerly §2.16.060].
The Kodiak Island Borough Code is current through Ordinance FY2026-10, passed October
2, 2025.
Disclaimer: The borough clerk's office has the official version of the Kodiak Island Borough
Code. Users should contact the borough clerk's office for ordinances passed subsequent to the
ordinance cited above.
Borough Website: www.kodiakak.us
Borough Telephone: (907) 486-9300
Hosted by General Code.
The Kodiak Island Borough Code is current through Ordinance FY2026-10, passed October 2, 2025.
Page 60 of 81
Discuss Code Change To Reduce Allowable Assembly Absences
AGENDA ITEM #5.a.
BOROUGH CLERK'S
REPORT
January 29, 2026
1. Consolidation
The subject of consolidation was discussed during the most recent regular meeting. I have
updated the meetings portal to feature historical data from the years 1987-1992 and the efforts
from 2017-2023. All of this information can be easily accessed in the meetings portal.
2. Reclassificatior
I am thrilled to share that the reclassification of roles within the Clerk's Office has been
successfully completed. A big thank you to Aimee and Meagan for their guidance. Assistant
Clerk Irene has been promoted to Deputy II, while Deputy Clerk Lina has advanced to Deputy
III. The responsibilities associated with these positions are now clearly defined in the new job
descriptions. Congratulations to Irene and Lina on their well -deserved promotions.
3. Coffee with the Clerks
We are going to resume our peer -to -peer training session and will continue on the topic of
taking meeting minutes based on Robert's Rules and highlighting the responsibilities of clerks
and secretaries during board meetings.
4. Automated Archiving of Contracts and Minutes Using Electronic Forms
We have successfully launched electronic forms for contract archiving in Laserfiche. Last
week, we were able to integrate electronic forms for archiving the minutes from board and
committee meetings. The use of electronic forms is enhancing our archiving efficiency. In
addition to optimizing our internal processes, we are also looking into modules that could
enhance the experience for our external customers.
5. Liquor and Marijuana Licenses
I was present at the ABC Board meeting on Tuesday. They conducted a hearing regarding
the Southern Glazers license, and even though the protest submitted by KIB was rejected,
the process helped to clarify the reasons for our objections concerning the license renewal. A
22-page document was sent to the Assembly, which contained a board memorandum from
the Assistant Attorney General as well as a memorandum from Southern Glazers' counsel.
6. FY2027 Budget
The Level 1 Budgets for the Clerk's Office and Legislative Department have been entered in
our Budget software, and I have a meeting with Aimee and Dora to go over the Department
Budgets next week.
Page 61 of 81
AGENDA ITEM #5.a.
7. Assembly Travel and Assembly Leave
Irene has emailed a travel arrangement form for SWAMC travel on March 4-6. Please
respond by February 6 if you wish to travel.
KIBC 2.25.070
No member of the Assembly may absent himself from any regular or special meetings of the
assembly except for good cause. An assembly member who is unable to attend a meeting
SHALL ADVISE THE CLERK OR THE MAYOR of the contemplated absence.
KIBC 2.30.025 (G)(1)
Notification to the borough clerk shall occur 24 hours prior to the meeting of the request to
participate electronically. If notice is not provided 24 hours prior to the meeting, electronic
participation shall not be allowed, unless approved by the mayor prior to 5 p.m. the day of the
meeting.
8. Records
Our records management team meetings have resumed. We have a resolution ready for your
next meeting that will update the records retention series. Additional efforts are being made
to update the records retention for other departments.
We are also currently drafting a code to align with recent regulations, incorporate best
practices, and address the current and actual needs of the Borough. This will also encompass
the changes stemming from the recent reclassification of positions in the Clerk's Office.
9. Elections
This election year is shaping up to be quite busy, with three elections taking place. We have
begun the process of ordering our new by -mail envelopes, creating our calendars, and have
also initiated discussions with the City of Kodiak and the State of Alaska to coordinate for
these elections.
10. Boards and Committees
We are getting ready for the Board of Equalization meeting that is set for May 4. We have
arranged a training session for our regular valuation BOE members (NOT the Assembly BOE)
on April 23 with the State Assessor. Additionally, we are looking for more members to join this
Board. At the moment, we have two open positions.
11. APOC Financial Disclosure Forms
A reminder that your financial disclosure forms are due by March 16. Please file on time to
avoid any penalties.
12. Future Projects
• Develop a better workflow process for the Board applications.
• Updates to outdated sections of Title 2.
• Revise and update sections of the election code.
Page 62 of 81
AGENDA ITEM #8.a.
MAPTER stands for the Maximum Allowable Property
Tax Revenue. It is also commonly called the Tax Cap
and it is found in KIBC 3.25.030.
This is the highest amount of property tax revenue that
can be levied in any single fiscal gear. ;�f
AMOUNT
This amount is directly tied to the tax amount that was
levied in the previous fiscal gear.
For example, for FY27, we can't levg more property tax
than we did in FY26.*
LINTS APPLY
TO:
Revenue limits
apply to:
• Fund 100
(General Fund)
• Fund 201
(Education
Support)
• Fund 469
(Renewal and
Replacement)
APPLY TO:
Revenue limits do
not apply to:
Special Revenue
Funds
(except
Fund
201)
- Fund 210,
220,
234, 240,
242,
243,
244, 246,
250,
252,
254, 260,
261,
262,
273, 276,
277,
278
and
School Debt
Service, Fund 300
and
Enterprise Funds -
530, 540, 545, 555,
556,560
*Please see adjustments below
*ADJUSTMENTS:
There are items that
can adjust the MAPTR
level.
MAPTR levels can be
adjusted for:
• Prior year true up
(z�lzz,cc5 not
collected that could
have been in FY26)
• Inflatio, **
• Taxes on new
construction /
improvements.
• Judgements paid in
the previous year
• Voter approved
services
• Special
appropriations on
an emergency basis
C_:�5--CJ
WHAT LIMITS EXIST FOR FY2027?
Property tax revenue levied in FY2027 can not surpass
revenue levied in FY2026.*
In FY2026, $17,018,164 was levied. This is the base.
For FY27, Base + True Up + Inflatior. + New Construction =
$17.018.164 + $122,225 + $357,38, + $268,676 = $17,766,446
There were no voter approved services, special appropriations, nor jud ements.
WrM =.,'l
The adjustment for inflation is made using the
previous ,year's Urban Alaska Consumer Price
Index. For Calendar Year 2025, the rate is 2.1%
and will add $3-' "I to the cap. (Down from
2.2% from 2024 which added $363,062)
Borough
evenue
Penalties
Interest
Past Due Bills
Property
Real Property Tax
Personal Property Tax
Non -Ad
Valorum Taxes
Aircraft Tax
Federal Shared
Revenue
National Wildlife
Refuge
Property Tax
Non -Ad Valoruem Tax
Payment in Lieu of Taxes
Severanace Tax
Penalties & Interest
Licenses & Permits
Excise Tax
Federal Shared Revenue
Kodiak Island Borough General Fund Revenue
2022 Actual 2023 Actual 2024 Actual 2025 Actual" 2026 Amended Averaqe
$ 3,122,243.29
$ 1,793,195.22
$ 1,862,854.43
$ 2,074,115.53
$ 3,441,135.00
$ 22,700.00
$ 25,700.00
$
23,100.00
$
17,800.00
$
17,800.00
$ 1,672,212.75
$ 1,783,197.11
$ 1,902,884.52
$ 1,960,767.86
$ 1,740,000.00
$ 1,677,595.07
$ 1,597,326.73
$
990,571.31
$
786,864.81
$
743,500.00
$ 303,629.52
$ 232,872.98
$
228,705.51
$
236,770.96
$
220,000.00
$ 62,975.19
$ 76,164.60
$
85,665.04
$
98,246.01
$
80,100.00
$ 683,971.49
$ 829,274.10
$
804,223.16
$
703,711.57
$
800,000.00
$ 180,874.00
$ 201,160.00
$
187,678.00
$
180,258.00
$
180,000.00
$ 2,458,708.69
$ 21,420.00
$ 1,811,812.45
$ 1,159,171.58
$ 244,395.79
$ 80,630.17
$ 764,236.06
$ 185,994.00
Total General Fund Revenue $ 7,726,201.31 $ 6,538,890.74 $ 6,085,681.97 $ 6,058,534.74 $ 7,222,535.00 $ 6,797,279.54
354,553.95
$ 6,413,088.69
`2021 American
Rescue Plan
Kodiak Island Borough
Fund List for
Tax Revenue Limit
As of 03/22/2022
Fund:
Tax Revenue Limit Status
Kodiak
Island
Borough
(General)
Education
Support
Land
Sale
Building &
Grounds
LEPC
Womens
Bay
Road
Service
Area #1
Road
Service
Area #2
Road
Monashka
Bay
Road
Bay View
Road
Fire
Protection
Area #1
Womens
Bay
Fire
Airport Fire
Protection
Woodland
Acres
Street Light
Trinity Island
Street Light
100
201
210
220
234
240
242
243
244
246
250
252
254
260
261
Non -Exempt
Exempt (As 29.45.100)
Not Applicable
Fund Application
Area -Wide
Non Area -Wide
Fund Type
General
Special Revenue
Debt Service
Enterprise
Capital
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
NOTE:
The only capital project
fund listed is the only one
receiving tax revenues
n
Defi itions:
m
No4xempt: Revenue
n
limitypply.
Exempt: Revenue limits
do not apply.
00
Kodiak Island Borough
Fund List for
Tax Revenue Limit
As of 03/22/2022
Fund:
Tax Revenue Limit Statu.
Non -Exempt
Exempt (As 29.45.100)
Not Applicable
Fund Application
Area -Wide
Non Area -Wide
Fund Type
General
Special Revenue
Debt Service
Enterprise
Capital
NOTE:
The only capital project
fund listed is the only one
receiving tax revenues
v
DefifRir ions:
Non,lxempt: Revenue
limitroapply.
Exempt: Revenue limits
do not apply.
Mission
Lake
Tide Gate
Opioid
Settlement
Fund
Facilities
Fund
Tourism
Development
Commercial
Vessel
Passenger
School
Debt
Service
Renewal &
Replacement
Solid Waste
Collection &
Disposal
Hospital
Long -Term
Care
Center
Kodiak
Fisheries
Research
Center
Research
Court
Apartments
911
Service
262
273
276
277
278
300
469
530
540
545
555
556
560
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Kodiak Economic Development Corporation
4 —1
•
sk
Mission
Strengthen and diversify
Kodiak's economy through
collaboration, innovation,
workforce development, and
sustainable practices
Vision
A thriving, resilient Kodiak
Archipelago connected to
o economic opportunity
I
rl-
_ fit
I `
.� . r ,-4 ..
mom
lb
IR♦
41
r . •
r
Am
:uIaMr.
Tonight's Focus:
1. Housing implementation
2. Career and workforce
development
3. Economic diversification
through mariculture
4. Community driven
economic initiatives
5. Positioning for
i
mplementation in 2026
0
HOUSING ACTION PLAN:
Housing underpins workforce stability,
public services, and community health
Completed in partnership with UA
Center for Economic Development
Informed by island wide and village
^V%^a ement
g
core themes guiding action
The Housing Action
Plan advances
practical, locally
cused strategies
themes:
HOUSING FINANCE & REVENUE TOOLS
ZONING & LAND USE REFORM
DEVELOPMENT PROCESS & CONSTRUCTION INNOVATION
INFRASTRUCTURE & COST OF BUILDING
INVEST IN VILLAGE HOUSING
LEADERSHIP & COORDINATION
Housing Dashboard and Transparency:
• Public facing Kodiak Housing Dashboard
• Shared data, timelines, and progress tracking
• Supports informed decision making
• Keeps implementation accountable
• Found at Kodiakedc.com/ha P-dash board
it
�Octebc, 2025 Oc��bei lO?�
r Kodiak Hou Kod'a
r Plan plan k HoUs,ngqct•
d to qct�,
F.
oni NE. 'On
From Nca
�od�a I KOw�K I, edtOAction koU,.ik
ECONONK .any '. 'E 0 S hOU; nR
COREDOR►1`ry OE OrbhIC I000,
401
�.
Housing Steering Committee
and Implementation
• Steering Committee
reconvened in Q4
• Shift from planning to
implementation
• Early priorities identified
• City and Borough policy
coordination underway
m
z
°n
m
CO
a-
I
Career and r
Workforce Development
• Workforce challenges affect
employers across the island
• KEDC convenes and aligns, not
duplicates
• Career Connec
tions partnerships
forming
• Focus on practical pathways
from education to employment
AIM
Ill -_ •'�,\, _
E-1
ariculture and Economic
iversif*cation
• Multi use mariculture facility moving
� toward shovel ready
Business planning and feasibility
completed
• At sea processing exploration underway
• Entrepreneur support tools in
development
• Gibson Cove feasib
ility work adva
�I
-�.�
.
Yw
�_
L �K
�AW C
COMMUNITY DRIVEN ECONOMIC
INITIATIVES
• Recharge Our Community's Economy Value
Chains:
Business support
a Walkability
Childcare
Housing
Seafood market development
I Community led
� Grant supported
through RCAC
• Facilitated and coordinated by KEDC
m
00
as
KODIAK ECONOMIC DEVELOPMENT
CORPORATION STRATEGIC PLAN
2026-2027
it
WHEW";
s�
Ile
/�' i j.' �. •'
'r
vategic Plan and
ganizational Readiness
2011126-2027 Strategic Plan adopted
December 2025
Focus on implementation and
accountability
Clear priorities and performance
tracking
Aligned with regional needs
40
Looking Ahead in 2026
• Housing policy and
coordination
is Workforce alignmen
• Mariculture readine.1c
• Community led
initiati
ves
• Regiona
and
1,
I partnership
implementation
n
m
Z
AGENDA ITEM #8.c.
` No
KODIAK ISLAND BOROUGH
a
ALASKA
Meeting Type
Assembly Work Session
Please PRINT your name legibly
Date: January 29, 2026
Phone number
A a
.., ��
atTT .q 42 5.41
V � � vgi� -6 �
�`l S —1 q,o - `1 S 51
AvAruA SICK
-7-C-)
�vp�ri�l
7 aWC1CAI
Page 81 of 81