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Home My WebLink About06022010 PACAB Packet Port and Commerce Adviso Board Regular Meeting of Sew k m& ,, Ili o c ♦ ♦,` 4 kAilfr • June 2, 2010 Regular Meeting City Council Chambers Beginning at 12:00 pm SEWARD PORT AND COMMERCE ADVISORY BOARD Regular Meeting June 2, 2010, 12:OOPM COUNCIL CHAMBERS Ron Long, Chair 1. CALL TO ORDER Board Member Term Expires 2011 2. PLEDGE OF ALLEGIANCE Theresa Butts, Board Member 3. ROLL CALL Term Expires 2012 4. SPECIAL ORDERS, PRESENTATIONS AND Deborah Altermatt REPORTS Board Member Term Expires 2010 A. ARRC Representative Louis Bencardino Daniel Oliver Board Member B. Chamber Report-Laura Cloward, Executive Director Term Expires 2010 Daryl Schaefermeyer C. Harbormaster Report —Jim Lewis for Kari Anderson Board Member Term Expires 2012 D. Community Development Report- Christy Terry Robert Buck Board Member 5. Citizens' comments on any subject except those items Term Expires 2012 scheduled for public hearing. [Those who have signed in Paul Tougas will be given the first opportunity to speak Time is limited Board Member to 2 minutes per speaker and 30 minutes total time for this Term Expires 2011 agenda item.] Phillip Oates 6. Approval of agenda and consent agenda [Approval of City Manager Consent Agenda passes all routine items indicated by Kari Anderson asterisk ( *). Consent Agenda items are not considered Harbor Master separately unless a Board Member so requests. In the event of such a request, the item is returned to the Regular Suzi Towsley Executive Liaison Agenda.] City of Seward, Alaska PACAB Agenda June 2, 2010 1 Page 1 7. INFOMATIONAL ITEMS, REPORTS AND PRESENTATIONS— A. Monthly PACAB Budget Report ....Page 3 B. Memorandum with Schedule of City Council Work sessions ... 4 C. Seward Bear Mountain Tram/Sky ride project — Developer Chris Nyman . . .Page 5 D. Seward Economic Development Assessment ... .Page10 8. UNFINISHED BUSINESS A. Revisions to Seward City Harbor Code Title 7 Page 28 9. NEW BUSINESS A. Resolution 2010 -05 endorsing the South Harbor Uplands Tryck Nyman Hayes conceptual Development Plan, Option Two, as attached . .Page 29 B. Setting the work session topic for June 16, 2010 to discuss the establishment of Seward as a U.S. Customs port of entry and status as a foreign trade zone Page 35 * C. .. . . 1 t .. - . -- Pulled and moved to the July P ACAB Business meeting (7 -7 -2010) 9. CORRESPONDENCE, INFORMATIONAL ITEMS AND REPORTS (No action required) - 11. BOARD COMMENTS 13. CITIZEN COMMENTS [5 minutes per individual - Each individual has one opportunity to speak.] 14. BOARD AND ADMINSTRATIVE RESPONSE TO CITIZENS'COMMENTS 15. ADJOURNMENT City of Seward, Alaska PACAB Agenda June 2, 2010 Page 2 2 PACAB MONTHLY BUDGET REVIEW 2010 Budget to date w /expenditure Advertising $ 250.00 $ 110.00 Subscription & Dues $ 750.00 $ - Travel & Subsistence $ 450.00 $ 289.00 Education & Training $ 400.00 $ 400.00 Insurance $ 400.00 $ 400.00 Supplies $ 990.00 $ 990.00 Postage & Fees $ 210.00 $ 210.00 Misc $ - Totals $ 3,450.00 $2,399.00 w Expenditures per month 2010 Description Jan-10 $40.00 WTC Luncheon Feb -10 $161.00 WTC travel remibursement Apr -10 $850.00 WTC membership MEMORANDUM DATE: 6/2/2010 � sFt TO Port and Commerce Advisory Board u i � F th ° FROM: Suzi Towsley, Executive Liaison q�AS�P SUBJECT: Summer 2010 Council Work Sessions June 21 (Monday), 2010, 7:00 pm — Title 7 Changes and PACAB Recommendations WS (1 of 2) June 24, 2010 (Thursday), 7:00 pm - Title 7 Changes and PACAB Recommendations WS (2 of 2) July 1, 2010 (Thursday), 7:00 pm — Land Use and Lease Policies WS 4 BEAR MOUNTAIN TRAMWAY COMPANY Christopher F. Nyman 1129 Nelchina Street, #Upper Anchorage, AK 99501 haikuguv2 003 (4ahoo. com 907- 240 -4711 cell Christy Terry May 13, 2010 Community Development Director City of Seward P.O. Box 167 Seward, Alaska Re: Bear Mountain Tram /Skyride Leasing of City of Seward Owned Lands Dear Christy, Thank you for the opportunity provided to present this proposal. I remain convinced that this project can provide significant benefits to all parties involved. Introduction To introduce myself, I am Chris Nyman, a lifetime resident of Alaska and civil engineer. Many people recognize my last name because of the achievements of my father Frank E. Nyman, P.E. who, for 50 years, was a Principal Owner of Tryck, Nyman, Hayes engineering company. TNH has a long history of providing engineering services in Seward , including emergency engineering services in the aftermath of the `64 quake. As for myself, I was involved in the Mt. Marathon Spring Water Source/ Hydroelectric project in the 80's - my first job out of college (working for Ott Water Engineers). These days my father rests in the Anchorage Pioneer Home, TNH was purchased by URS Corporation, and much of my time is spent caring for my mother and attending to their business affairs. My personal business interests include business management consulting and a vacation rental property business. My brother David Nyman is owner of Restoration Science and Engineering, an engineering consulting firm based in Anchorage. I am entrepreneurial in my project development philosophy. I look for opportunities to profit in a private sector driven approach where my analytical skills can combine with my creative skills. From a base of intellectual capital, equity investment and debt fmancing can only be obtained with a sound business plan which projects a reasonable return on invested capital. Accurate estimates of construction and operation costs are key to determining economic viability of the business plan. In this case, I have chosen to attempt to work with 2 public partners (The University of Alaska and the City of Seward). Thus I am the proverbial "tail wagging the dog" because both parties have veto control of the project. If either public partner demands heavy lease conditions then the business plan Page 1 of 5 5 will reflect a lower financial feasibility and thus be less attractive to private capital investment. So I am really only asking The University and The City two questions: Would you be willing to lease a portion of your property for this project and how much do you want for it? Bear Mountain Tramway Company The concept for the Bear Mountain Tram sprang from my discussions with a gondola lift manufacturer who described several recently successful tourism projects utilizing a unique gondola lift system known as a "fixed -grip" or "pulse" Gondola. Most gondola lifts in the world, particularly at large ski areas are "high -speed detachable" lifts. The advantages of the Pulse Gondola include lower construction cost and lower operating cost. The Pulse is best suited for lengths under 3000 feet. The disadvantages compared to a high -speed detachable are lower passenger capacity and a slower trip time. The Pulse is better characterized as a commuter bus rather than a rocket ship. However these lower performance characteristics fit well with my passenger traffic projections for Seward. In my opinion, Seward is the best location for this type of installation because: L Seward's history of activities and events such as the 4 of July celebration and the Silver Salmon Derby for example. These activities draw tourists from throughout Alaska and the world. 2. The growth of the sea tour and other businesses revolving around Kenai Fjords National Park. 3. The proximity to a major attraction: Alaska SeaLife Center. 4. The proximity to the local downtown business district and local infrastructure. 5. The Alaska Railroad terminus and nascent cruise ship portings. Proposed Plan Bear Mountain Tram Company proposes to construct a 2800 Lineal Foot Fixed Grip (Pulse) Gondola from the corner of Railway Avenue and Third Avenue up to the 950 foot elevation of the ridge on the northeast flank of Bear Mountain (see Attachment A). The top of the tram would straddle the ridgeline and offer a 360 degree viewing deck with portions of the deck enclosed and heated. A cafe, gift ship and restrooms would provide baseline services. A restaurant/bar addition could be considered at a later time. The current estimated cost of construction is in a range of 5 -7 million dollars. Page 2 of 5 6 • Seward AK Coole Figure 1 - Proposed Bear Mountain Tram and Maintenance Road, Seward, Alaska The most up -to -date example of a Fixed -Grip Gondola installation can be viewed at: http://www.leitner-poma.com/gallery-photos.php Click on the "Steamboat Springs - Wildhorse Gondola" tab. This offers a view of the near - complete progress of construction. The 18 picture in the Flash Presentation is the typical base station equipment. The Bear Mountain base station and top station will be enclosed against the weather with window -wall. Another manufacturer's project examples may be viewed at: http: / /www.doppelmayrctec.com/ Then »products »ropeways »pulsed movement aerial ropeways The top station would also offer an opportunity for a natural history walking tour along a natural pathway connecting the margin of the spruce forest tree line and tundra meadows above. Possibly, with the agreement of the City, a maintenance access road could also serve as a hiking path back down to the town for those that wished that option. This facility could also enable a popular public hiking route to the upper heights of Bear Mountain and beyond. The first questions many ask is why this location for the top station? Why not go for the top of Bear Mountain? The answer is I believe the current location offers the most for the least. I would love to build an 8500 foot long high -speed detachable project to the top of Bear Mountain but it is well beyond the realm of financial feasibility currently. Page 3 of 5 7 Proposed Lease of City Owned Lands Attachment B provides a Preliminary Plan for Base Station Development. Most significantly, the area required for the base station and first tower is a skewed rectangle strip measuring 70 feet x 150 feet (0.241 acre) in the southeast corner of the UAF property. Another tower would be located near the western boundary of the UAF property. An easement would be required for the line and gondola car travel over the strip of UAF property between the towers. A maintenance access road/public use trail would climb the steep mountainside beginning at the west end of Washington Street and traverse through the upper steep - sloped portion near the western boundary of the UAF property. The maintenance access road/public trail would continue up to the 950 foot elevation (approx.) of the northeast ridge of Bear Mountain traversing through City of Seward property. The juxtaposition of the road /trail to the Lowell Creek Tunnel discharge has not yet been designed but the intent is to traverse above it and perhaps provide a viewpoint overlooking it. The proposed alignment of the road/trail has been designed using USGS topographic data. Thus additional engineering study will be required to decide the final alignment. Approximately 10 towers would be required for the lift located on City of Seward property. An easement would be required for the line and gondola car travel over the strip of City land between the towers. The top station would occupy an area of 1 acre or less of City land straddling the ridge line. The precise location of this station will be dependent on future location studies including geotechnical, geographic, and architectural considerations. NOTE: The aerial photo base may not be registered to the property boundaries with great accuracy but it is sufficiently accurate for this illustration. If the City wishes to support this project by offering a land interest to Bear Mountain Tram Company, I would presume the City would prefer to execute a lease as opposed to a fee simple sale. There are many alternative methods of compensation for the lease but allow me to suggest a method by which the project's initial burden would be the least with a potential future upside for the City: I suggest a 55 -year lease in exchange for ride fee royalties. And finally, I cannot preclude the possibility that the University and /or the City might foresee an equity interest in this project but at this time I am approaching this project from a private - sector funded perspective. Page 4 of 5 8 Projected Benefits to the University and the Seward Community 1. Increased visibility for and synergy with the Alaska SeaLife Center. 2. Increased visibility for and benefits to the students and faculty of the Seward Marine Center. 3. A vehicle for supporting education through public outreach and natural history, and support for scientific research projects. 4. Increased visibility and synergy with the downtown business community. 5. Increased recreational opportunity for the public (Bear Mountain Trail) and subsidiary benefits for tourist activity in the local area. Conclusion I greatly appreciate the opportunity to present this proposal to the City of Seward. I am available virtually any time to discuss this proposal further or answer any questions you may have. Very Truly Yours CA4 Chris F. Nyman Page 5 of 5 9 SEWARD ECONOMIC DEVELOPMENT ASSESSMENT Prepared for Seward Chamber of Commerce May 2010 DRAFT 10 DRAFT Seward Economic Development Assessment Report Executive Summary The Seward Chamber of Commerce engaged the TIP Strategies, Inc. (TIP) and the University of Alaska Anchorage Center for Economic Development (UACED) to perform an assessment of Seward's economic development capabilities. The assessment was accomplished through (1) an analysis of economic and demographic data, (2) an online survey of Seward residents and business owners /managers, and (3) a site visit and interviews with various representatives from the Chamber, the City, and the local business community. The purpose of the assessment is to evaluate Seward's current economic development assets, processes, coordination, and expertise. Key Assessment Findings • The data analysis reveals some trends in relation to population, business formation, and employment that should be of concern to the community. Population growth and new business formation in Seward has been flat in recent years. The number of retail establishments has even declined over the past 10 years. In addition, some of the jobs in Seward with the oldest worker profiles are in key professions such as registered nurses, teachers, and general managers. • Twenty percent of the 58 business owners responding to the online survey indicate they plan to move or discontinue their business in 1 -2 years. A high frequency of business respondents noted difficulty dealing with the City, unfriendly business climate, and difficulty dealing with the Harbor as reasons they planned to move or close their operations. Forty-two percent of businesses would not choose to start their business in Seward today. • Resident respondents were most likely to favor economic development policies and strategies that enhance the quality of life and provide better job opportunities. Business respondents were more likely to favor economic development policies and strategies that reduce regulation, increase the amount of land available, and increase support of local businesses. • It is the view of the consulting team that the Seward Chamber of Commerce is an effective economic development organization given its staffing levels and resources. This view was generally supported by business representatives interviewed as part of the assessment. • The team encountered no major impediments presented by City departments or staff to opening or operating a business in Seward. Suggestions for improving the responsiveness and customer friendliness to businesses included more consistent code enforcement across departments; better IT systems integration across departments; the creation of a simple guide for leasing City property; and the development of a single flow chart illustrating the permitting, licensing, and development process for City staff and businesses. • Business representatives interviewed reported new City leadership and staff in recent years has resulted in improved customer friendliness. Still, business owners expressed considerable frustration that City leadership does not "hear" the concerns of the business community. There is also a perception among businesses that City leadership lacks a private sector mentality. • Many business representatives questioned the commitment of City government to expanding private sector investment in Seward and diversifying the tax base. Many fear the prevalence of public sector investments in the City is shrinking the private sector tax base, which results in higher taxes and fees on existing businesses and their customers. TIP Strategies, Inc. & UACED 1 11 DRAFT Seward Economic Development Assessment Report • Business representatives advocated for an ongoing forum between City leaders and the business community held outside of the City offices to discuss theses concerns. • It is not clear from either the City or Chamber websites the appropriate process for new investment prospects to initiate a business location inquiry. The City and Chamber should establish a formal protocol for prospect assistance, which is then clearly described online and in printed literature. Recommendations • The most important contributing factor to a successful economic development program is the involvement and support of the existing business community. As a consequence, the City and Chamber should involve the business community the community's economic development activities, including business retention, expansion, and recruitment. • The City and Chamber must jointly commit to more aggressively retaining, expanding, and attracting private investment. This likely will involve greater resources dedicated to economic development. It is the view of the consulting team that the Chamber is the proper organization to lead Seward's economic development efforts. However, before any resources are spent, a community-wide economic development strategic plan should be developed and put in place to guide resource allocation. • The community should organize economic development teams consisting of public officials, City and Chamber staff, and business representatives. These teams would be assembled for hosting new investment prospects and calling on outside companies. • The City should explore ways for offering an expedited permitting process for qualified new, expanding, or relocating businesses. Such a process would commit the City to streamlining and simplifying governmental permitting processes where possible. • The City of Seward and the Seward Chamber of Commerce should collaborate to expand the community's business retention and expansion program. TIP Strategies, Inc. & UACED 2 12 DRAFT Seward Economic Development Assessment Report About the Economic Development Assessment The Seward Chamber of Commerce engaged the TIP Strategies, Inc. (TIP) and the University of Alaska Anchorage Center for Economic Development (UACED) to perform an assessment of Seward's economic development capabilities. As part of the assessment, the consulting team evaluated Seward's current economic development assets, processes, coordination, and expertise. In addition, the team conducted a general assessment of the commitment to economic development among the local partners, including the Chamber, the City of Seward, local businesses, and other community organizations. The Chamber and the City will use the assessment as a basis for approaching how the community of Seward can better accomplish its economic development goals. Approach The assessment utilizes three approaches to gathering input and analysis. First, an analysis of various economic and demographic indicators provides a brief snapshot of Seward's economic strengths and weaknesses, revealing recent trends for indicators such as population, employment, and business creation. Second, the team administered an online survey of Seward residents and business owners /managers. The survey gauged perceptions regarding challenges and opportunities for living, working, and operating a business in Seward. Four groups were targeted and contrasted: 1) business • owners, 2) general Seward residents, 3) senior citizens, and 4) high school seniors. Third, team members conducted a site visit and met with various representatives from the Chamber, the City, and the local business community to assess local economic development priorities, responsiveness, opportunities, challenges, and capabilities. TIP Strategies, Inc. & UACED 3 13 DRAFT Seward Economic Development Assessment Report What We Learned TIP Strategies and UACED performed both quantitative and qualitative analyses as part of the economic development assessment. First, the team conducted an analysis of economic indicators for Seward. In addition, UACED carried out an online survey targeting Seward business owners, general residents, senior citizens, and high school seniors. The survey was designed to assess perceptions regarding challenges and opportunities for living, working, and operating a business in Seward. Finally, team members from TIP and UACED travelled to Seward to interview public officials and local business owners regarding economic development issues and opportunities. The section below summarizes key findings from each analytical component. Economic Trends TIP analyzed various economic and demographic indicators for Seward to form a brief snapshot of the community's economic strengths and weaknesses. While not comprehensive, the analysis does shed some light on recent trends for indicators such as population, employment, and business creation. Population Figure 1 below illustrates Seward's population growth between 1990 and 2008. It includes official U.S. Census Bureau counts (brown bars), intercensal estimates (blue bars), and Alaska Department of Labor and Workforce estimates (brown line). The graph shows the Census Bureau significantly overestimated Seward's population growth in the 1990s. By 1999, the Census Bureau estimated Seward had 3,315 residents. However, the actual Census count in 2000 revealed only 2,813 residents. Consequently, Census Bureau estimates since 2000 have been Tess aggressive. The latest population estimate for mid -year 2008 is just over 3,100, giving Seward an overall population increase of about 10 percent since 2000. While the U.S. Census Bureau Figure 1: Seward Population, 1990.2008 has tempered its post -2000 population growth estimates 3,500 Cens us 3500 for Seward, the Alaska fstimaR Official Department of Labor and 3,000 Official j / - % % � j s s j q „ % s _ 3000 Workforce Development 2 • j' j j j j j% j j j j% j j (ADLWD) has been even less z,soO -- - - - -- - -� - -� zsts ' T 2500 optimistic. ADLWD estimates % % % % % % /IDL WD � j - % ✓ -' ! Estimate/ j show Seward's population 2,000 = i i - - 2000 declining from 2,830 in 2000 to 2,619 in 2008. If correct, these 1500 mean Seward's escurrent 1,000 -% -%- j- -%- -- -% -%- - - - - % -%- % -% �� 1000 population is about the or Tess than it was at 5O0 the time of the 1990 % % % % % % % % % % % %% A Census, nearly 20 years o 0 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 ago. SOURCE: U.S. Bureau of the Census; Alaska Department of Labor and Workforce Development TIP Strategies, Inc. & UACED 14 4 DRAFT Seward Economic Development Assessment Report Student enrollment data are also accurate indicators of Figure 2: Students and Teachers Counted in 99664,1990 -2006 overall population trends. Total 1000 100 Total Data collected by the US number of number of y & 900 90 teachers primary statistical Department unit of counting all ( mn a) 800 j -- -- - - -- -- -- % , 80 (line) students U.S. schoolteachers and 70 students by Zip code indicate an enrollment pattern 600 % 60 consistent with ADLWD population estimates. 400 j G j 40 According to Figure 2, 300 - ---- - - - - - - - 30 between 1995 and 2000 the number secondary s school ol tudentsin the 99664 Zip code peaks and o % i ! ! i j 4 , 't j i %% j j% 0 then begins leveling off. From 1990 1991 199219931994 19951996 1997199819992000200120022003200420052006 2001 to 2006, the number of SOURCE: U.S. Depa rirnentofEducadon, National Center for Educational Statistics (NCES) (via Moody's Analytics) *NOTE Data repre total counts within 99664 ZIP Code students steadily declines. In fact, Seward's student population fell from a high of 896 in 1995 to a 17 -year low of 649 in 2006. Reflecting the overall decline in student enrollment, the number of local teachers also remained flat or declined since 1996. Economy As shown in Figure 3, between 1998 and 2007 net business formation in Seward remained relatively flat. During this period, the private - sector economy within Zip code 99664 added just nine new business establishments. However, Figure 3: Private - Sector Economy* within 99664,1998 -2007 private sector employment Number 195 1,300 Number gained almost 200 new jobs. of private / ,, of This means the average establish' lso --- -- -- -- % -- - - - - -- 1,200 yobs number of workers employed ments 165 1,100 (line) (columns) at Seward businesses increased over the period. In 135 900 1998, local businesses lzo - / - -- /--- j-- 800 employed an average of 6.1 1 90 % % j 600 workers. By 2007, this figure • 7s----------------- -__ - had risen to 6.8 workers. 60 400 In addition, the total private - 4s -- 300 sector payroll (unadjusted for 30 j % zoo inflation) nearly doubled from is j j loo million I on million 1998 to $50.6 0 1 � l 1 0 1 99 8 1999 2000 2001 2002 2003 2004 2005 2006 2007 SOURCE: U.S. Census Bureau, Zip Code Business Patterns *Based on covered employment, which typically excludes government workers and the self - employed. TIP Strategies, Inc. & UACED 5 15 DRAFT Seward Economic Development Assessment Report Figure 4 below displays the number of private sector Figure 4: Private - Sector Business Establishments within 99664,1998 -2007 establishments in zip code Number 45 99664 by industry sector. of prte s r el r Accommodation & food establish- 40 — Accommodation & food ments by services services is the largest category industry sector 35 °Transportation & of business establishments in warehousing Seward. As of 2007, 40 30 — Retail trade businesses operating in this 25 • Personal & other services sector had a 99664 address. 20 — Health care & social A decade ago, retail 15 - � .-� assistance* establishments rivaled " : „f'P _ Construction 10 motels, restaurants, and — Professional services bars for the most 5 --- important sector of the — Manufacturing local economy, but over 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 the past 10 years, the SOURCE U.S. Census Bureau, Zip Code Business Patterns 'Includes medical practitioner offices number of retail outlets has dedined from 32 to 21. Retail trade now ranks third in the number of local establishments behind transportation & warehousing. The number of transportation & warehousing businesses spiked between 2003 and 2005, but fell sharply in 2006 and 2007. The sectors registering establishment growth in the last two years of available data include healthcare, personal services, and professional services. Figure 5 illustrates the relatively small size of most businesses in Seward. Two of every three businesses (68 percent) have fewer than five employees. Just 6 percent of the business establishments employ 20 or more workers. TIP Strategies, Inc. & UACED 16 6 DRAFT Seward Economic Development Assessment Report Figure 5: Size of Business Establishments within 99664, 2007 20-49 50 -99 100+ 3% —% 1% Lk' Size category Number of businesses VI 111 0-4 employees 127 5-9 30 • 10 -19 18 • 20 -49 5 50 -99 4 " °' I 100+ 2 All establishments 186 SOURCE: US Bureau of the Census, Zip Code Business Patterns 2007 (latest available) TIP Strategies, Inc. & UACED 1 7 7 DRAFT Seward Economic Development Assessment Report The composition of the local workforce by age is also an important economic development consideration. If workers in key occupations are older, will there be enough new workers to replace them? Do the jobs currently filled by younger workers offer the potential for further professional and technical development? Figure 6 indicates some of the jobs in Seward with the oldest worker profiles are in key professions such as registered nurses, teachers, and general managers. More than two- thirds of Seward's workers in these three occupations are over the age of 45. For managers, this age profile is intuitive since this is an occupation that a worker advances into over time. The age profile for teachers and registered nurses, however, should include a higher percentage of younger workers. Having such a large percentage of teachers and nurses over the age of 45 represents a red flag for potential future labor shortages in key occupations. Figure 6: Occupational Composition* of Seward's Workforce by Age Occupations Number Age Breakout: Under 45 ( %) 45 or older ( %) Janitors & Cleaners 11 18 82 ■ Teachers & Instructors, All Other 25 20 80 ► Registered Nurses 17 29 71 I. Managers, All Other 10 ■III- 30 70 • General & Operations Managers 16 MIIIIIIIM■ 31 69 Retail Salespersons 24 ■IIIIM■ 38 63 Healthcare Support Workers, All Other 13 INIIIIIIIIIIII■ 38 62 Correctional Officers & Jailers 50 IIMIIIIMMIll• 40 60 Customer Service Representatives 14 •111111■■ 43 57 Bookkeeping, Accounting, & Auditing Clerks 25 M111■11111111■111111 44 56 Teacher Assistants 11 •111111■11111■ 45 55 Office & Administrative Support Workers 24 111■1111■ 46 54 Office Clerks, General 17 1111■111•11■ 47 53 Personal & Home Care Aides 10 1■111111MOINIIIIM 50 50 Meat, Poultry, & Fish Cutters & Trimmers 12 ■1•111111M=111111■ 50 50 Executive Secretaries & Admin Assts 17 immi■MIII■ 53 47 Hotel, Motel, & Resort Desk Clerks 18 ■111M11■=11111I■ 56 44 Captains, Mates, & Pilots of Water Vessels 25 M1111■11111111■1 56 44 Maintenance & Repair Workers, General 10 ■111111■•11111■ 60 40 Electricians 10 ■11■11111111■ 60 40 Bartenders 13 ■11111111■11111■ 62 38 Laborers & Freight, Stock, & Material Movers 21 MI1111■11111■ 62 38 Cashiers 43 1=111111■111•■ 63 37 Food Preparation Workers 19 ■IIIIIIII■1111■11 68 32 Waiters & Waitresses 29 ■■ 72 28 Sailors & Marine Oilers 22 73 27 Cooks, Restaurant 17 76 24 Dishwashers 10 80 20 Maids & Housekeeping Cleaners 11 82 18 Construction Laborers 14 ■= 86 14 SOURCE: Alaska Department of Labor and Workforce Development 'includes the 30 occupations in Seward that employ at least 10 workers TIP Strategies, Inc. & UACED 8 18 DRAFT Seward Economic Development Assessment Report Survey Results UACED administered an online survey of Seward residents and business owners /managers through Zoomerang between February 20 and March 28, 2010. The survey was intended to assess perceptions regarding challenges and opportunities for living, working, and operating a business in Seward. The survey targeted and contrasted the following four groups: 1) business owners, 2) general Seward residents, 3) senior citizens, and 4) high school seniors. Questions were designed to gauge business owners' perceptions on issues of workforce, land and property, services provided to businesses, and operating a business in Seward. Questions also were designed for residents to access purchasing habits, identify potential businesses opportunities, and gather perceptions of Seward's strengths and limitations. • The Seward Chamber of Commerce communicated the opportunity to participate in the survey through multiple ads in the Seward City News, announcements at Chamber meetings, through the weekly Chamber newsletter, and direct communication with the high school and senior center. Of the 110 surveys completed, input was received from the following: business owners (58), residents (19), senior citizens (12), and 2010 high school seniors (21). Business Survey Summary Key findings of the business owners /managers survey are highlighted below: • Most respondents are small businesses with three or fewer employees. About one -third have lived in Seward 25 years or more. Almost 50 percent of respondents have been in business 7 -24 years; 21 percent have been in business 25 years or more years. • Businesses responding represent a minimum of 295 jobs in Seward. • About one -third of businesses expect revenue to decrease this year; 41 percent expect it to stay the same; and 25 percent expect revenue to increase. • Business respondents indicate that regulatory economic issues, and lack of a well- 'OR Iaj111411„ , E ` „zoo, , � r w, .i . i`,ti trained labor force have a negative effect on ��ot �.r i1ra d;r_ i ht,�re ° � �� r' ar ��k� businesses in Seward. One -fifth plan to move ar�`G�� '_ . a :�� >�� or discontinue their business in 1 -2 years; half �n =�� N,>>,r� �� of these noted difficulty obtaining permits to 4 - 7 " � , z operate or expand. A high frequency of�r�M ,tr respondents noted difficulty dealing with they =ry�s�� I �L Y ��; unfriendly business climate and difficul� F�� City, Y tY Ci dealing with the Harbor as reasons they ' ) a .: :! 5zr.latri, to I planned to move or close their operations P (see p (�i '7 ?: 1 box). 4 • When asked about hiring issues, 46 percent of,F respondents expressed difficulty finding skilled employees. Twenty -nine percent reported difficulty hiring laborers, managers, and part-time employees, respectively. Thirty -eight percent of the businesses hire employees 18 years or younger. TIP Strategies, Inc. & UACED 9 19 DRAFT Seward Economic Development Assessment Report • About two- thirds of respondents indicated lack of satisfaction with the City Council (elected); 66 percent reported a lack of satisfaction with the City of Seward (Administration). Approximately three - quarters of business respondents were satisfied or very satisfied with the Seward Chamber and 70 percent were satisfied with the Alaska Vocational Technical Center (AVTEC). • Respondents were asked to rate Seward as a place to do business. Over 50 percent rated Seward weak or somewhat weak in the following areas: access to affordable financing, affordable utilities, affordable housing, simplified permitting and local regulations, active downtown core and land use planning. Business respondents indicated that quality of life (e.g., cleanliness, safety, and recreational opportunities) has positive effects on Seward as a place to do business. Over 50 percent rated Seward's quality of life as somewhat strong or very strong. • Business respondents suggested increased collaboration with other businesses for marketing Seward as a tourist destination, making a case for state support, and encouraging development of a downtown core. • Increasing awareness of resources available to local businesses and better responsiveness to Seward business concerns by City staff and the Council were the most important items for improving Seward as a place to do business. • Forty-two percent of businesses would not choose to start their business in Seward today. • The top sources of information used by businesses include the Seward City News, the Seward Chamber of Commerce website, and the City of Seward website. Resident Survey Summary Key findings of the survey of Seward residents are highlighted below. Differences between general resident, senior citizens, and high school seniors are noted where applicable. • The majority of resident respondents have lived in Seward more than four years. Almost a quarter of both general residents and senior citizens have lived in Seward 25 or more years. Fifty -seven percent of high school seniors have lived in Seward more than 15 years. • Survey respondents indicated the following were the most important items in defining the character of Seward: locally owned businesses, outdoor recreational opportunities, and community events. • All residents make the majority of their purchases outside of Seward. Products most frequently purchased outside of Seward by senior dtizens include clothing, home furnishings, and appliances. High school seniors are most likely to purchase clothing, electronics and computers outside of Seward. General residents are more likely to purchase electronics, computers, home furnishings, and appliances. Non -high school respondents reported purchasing most groceries outside of Seward. • Survey respondents purchase a majority of fishing supplies, auto parts and services, and hardware and lumber locally. Respondents also patronize local restaurants. • When asked what most influenced respondents' purchases made outside of Seward, product pricing was the reason given by all. Availability and selection were the second most influential reason given. • All resident respondents rated Seward as a place to raise children as "very good," a place to retire as "good ", a place to work as "good" and safety of residents as "very good." TIP Strategies, Inc. & UACED 20 10 DRAFT Seward Economic Development Assessment Report • Respondents were asked to rate their level of agreement with statements describing Seward as "strongly agree," "agree," "neutral," "disagree," or "strongly disagree." All residents agree that Seward is a clean city, has good air and water quality, and has accessible health care. All respondents "strongly agree" that Seward has a sense of community. None of those responding agree that living is Seward is affordable. • All respondents use the Seward City News as their major source for community issues, services, and programs. Economic Development Implications from Surveys Respondents perceive significant barriers to economic development in Seward: regulations, permitting, and a lack of focus and support for economic development by government. Residents perceive governmental attitudes and lack of coordinated economic development activities as further barriers to economic development. Resident respondents were most likely to favor economic development policies and strategies that enhance the quality of life and provide better job opportunities. Business respondents were more likely to favor economic development policies and strategies that reduce regulation, increase the amount of land available, and increase support of local businesses. An important — but often overlooked — and effective aspect of economic development is assisting existing small businesses to succeed and making the business climate friendly to expansion. Site Visits and Interviews Representatives from TIP and UACED traveled to Seward on February 17 -18, 2010, to conduct a site visit and meet with various representatives from the Chamber, the City, and the local business community. The consulting team toured the community and visited each of Seward's primary economic development sites and assets. In addition, the team met individually with Chamber staff as well as various City leaders and departments to assess local economic development priorities, responsiveness, and capabilities. Finally, the team spoke with representatives of the local business community individually and in a focus group format to discuss the primary challenges and strengths to doing business in Seward. A summary of the team's key findings is presented below. Chamber of Commerce It is the view of the consulting team that the Seward Chamber of Commerce is an effective economic development organization given its staffing levels and resources. The Chamber is led and staffed by an experienced and capable team. The three main areas of focus for the Chamber include membership services and development; visitor and tourism promotion; and business retention, expansion, and attraction activities. The executive director is knowledgeable about the issues affecting Seward's business community as well as the practice of economic development. Nearly every business representative expressed the view that the Chamber is a strong advocate for local business issues and effectively markets Seward to visitors and businesses with the resources at its disposal. City of Seward In order to assess the economic development views, capabilities, and responsiveness of the City of Seward the consulting team interviewed the mayor, city manager, and several department managers and staff, including the electric utility, city clerk's office, fire chief, building and engineering, harbor master, and community development department. A summary of the key findings is presented below. • Overall, the consulting team encountered no major impediments presented by City departments or staff to opening or operating a business in Seward. Each person interviewed seemed professional and open to helping businesses succeed in Seward. TIP Strategies, Inc. & UACED 11 21 DRAFT Seward Economic Development Assessment Report • Some managers reported a lack of consistent enforcement of codes and regulations across departments. This has been attributed to departments being located in different facilities and some codes not being aligned. One suggestion is for the City to develop a single flow chart illustrating the permitting, licensing, and development process for City staff and businesses. • Improvements and upgrades to the City's information technology system would help in faster processing of licenses and tax forms. The clerk's office does have a program that would speed up the process; however, they report not having the staff time needed to implement it. It was also suggested that an IT . system better integrated across departments would improve the process. • The weekly meeting of department managers to discuss projects is seen as a valuable tool for staying on top of developments that impact multiple departments. • It was reported both inside and outside the City that the process for leasing City property and space, including boat slips, is confusing and takes too long. One suggestion is for the City to produce a simple guide to leasing property. Business Interviews The consulting team interviewed a number of local businesses individually and in a focus group format. Below is a summary of the key findings. • Many businesses reported that, historically, the City of Seward has not been business friendly. However, in recent years new leadership and staff resulted in improved customer friendliness. • Considerable frustration was expressed that City leadership does not "hear" the concerns of the business community. There is a perception that City leadership lacks a private sector mentality. • Many questioned the commitment of City government to expanding private sector investment in Seward and diversifying the tax base. They point to the fact that most of City's large economic development assets and significant investment involves the public sector, resulting in a declining private tax base. Because Seward is relatively land- locked, less land is available for private ownership and development. Many fear this is not a sustainable model for long -term economic vitality in Seward. • The shrinking private tax base has resulted in higher taxes and fees on existing businesses and their customers. • Several commented that the City actually competes with the private sector and cited examples of the boat harbor, the Seward Marine Industrial Complex, and the Seward Resort. The City should evaluate . privatizing its primary economic development assets where it can. • There needs to be an ongoing forum between City leaders and the business community held outside of the City offices. The positives aspects about living and working in Seward are too great that the local economy should suffer due to a lack of direct communication between the City and businesses. TIP Strategies, Inc. & UACED 12 22 DRAFT Seward Economic Development Assessment Report Web Profile Websites for the City of Seward and the Seward Chamber of Commerce are both professional, attractive sites. However, each is lacking key ; . - components critical for prospective investors and ' 71 —' site selectors. The adjacent text box provides `��' ' � information on fundamental pieces economic �" ` � � ` ' development websites should include. For example, , the City City and Chamber websites should Zink to a �- ,_ downloadable and printable community profile , . ,- ; , f � ��;, _ containing standard information site selectors - it , ,� -. :,� ;�� ,r , t, , , require. Information on the business and investment r �� r �i climate in Seward should also be offered in a more r t� ..� , �: t c .,? downloadable and printable format. The sites also =' n,. lack lists or links to available buildings /properties ' ` ' �' 11 r.; " r and key economic development assets. The Anchorage Economic Development Corporation's 1 ig k f t 7 . i o f (AEDC) Anchorage Prospector site does list Fr _ �, Y�, lr' commercial, retail, and industrial sites /buildings for - sale or lease in Seward; however, neither the �. , i Chamber nor the City provide a Zink to the site. 4 1, I vr1 I I €L,( 7 rs €rtw E a i _, E I =T i 1'1 '4 o 2, „ !iLr Moreover, it is not clear from either the City or �) ,) ~r� ��Y, Chamber site the appropriate process for prospects to initiate a business location inquiry. For instance, ,,r �: «x " ° � 1��” � i e»l'i1 J the Chamber site identifies the Community );, ; sti , �; 1 , 7i7 5 Development Department as "a great first stop for 1 �� '' Ar[a,1' any business seeking to relocate to Seward." ) }' 1 ° '�' �� m�a' However, the City site encourages businesses to ) �� "utilize the Seward Chamber of Commerce to help i, K , r initiate business opportunities in the city." The City and Chamber should establish a formal protocol for 1� �y,r°) ri. re vol ? prospect assistance, which is then clearly described '-a "4 r `� r1 1 11 online and in printed literature. x�x[ ,ir q Printed Materials ax11�1�1 iS i kiP r13 1 r "i r 1.')r 119Pc" The Seward Chamber of Commerce produces an F rF € rj rAS � attractive packet of brochures for visitors and j11o k ti tourists. A brochure is also included describing F economic development and business assets such as Seward Marine Industrial Center, the port, and the Seward Small Boat Harbor. However, the packet lacks a community profile or basic information regarding business climate. Such pieces should be developed for the Chamber Website and included in the printed packet. TIP Strategies, Inc. & UACED 23 13 DRAFT Seward Economic Development Assessment Report Recommendations Based on the information gathered during the assessment, the consulting team is prepared to make the following recommendations as to how Seward can more effectively accomplish its economic development goals. Involve the Existing Business Community Perhaps the most important contributing factor to a successful economic development program is the involvement and support of the existing business community. The best led and funded programs will not succeed over the long term if local businesses do not actively participate and contribute to economic development efforts. This involvement includes fundraising, participating in business roundtables, meeting with other local businesses, hosting new investment prospects, and attending prospect call trips to other cities. There are obvious reasons for involving local businesses. First, the core element of any economic development program is business retention and expansion (BRE). Taking care of existing businesses should always be the priority. If those businesses do not perceive any value from, or have trust in local BRE efforts, they are Tess prone to support other economic development activities such as workforce development, marketing, and business recruitment. They are also less likely to be anchored in the community and more likely to relocate. In terms of attracting new employers, existing businesses are in a position to make the strongest case for investing in Seward. It is one thing to hear from public officials why Seward is the best place to invest and prosper, it is quite another to hear it from business leaders who are actually there. Moreover, involving local businesses in recruitment and attraction activities will demonstrate to prospects that the City and business community are partners. This, in turn, will enhance their confidence in investment climate of Seward. Recommit to Expanding the Private Sector Economic Base As mentioned above, several Seward business people questioned the commitment of City government to expanding private sector investment in Seward. They point to the fact that most of city's large economic development assets and significant investments involve the public sector. This has resulted in a declining private tax base and thus a heavier direct and indirect tax burden on existing businesses. Because Seward is relatively land- locked, Tess land is available for private ownership and development. Many fear that this is not a sustainable model for long -term economic vitality in Seward. To address this trend, the City and Chamber must jointly commit to more aggressively retaining, expanding, and attracting private investment. This likely will involve greater resources dedicated to economic development. It is the view of the consulting team that the Chamber is the proper organization to lead Seward's economic development efforts. However, before any resources are spent, a community-wide economic development strategic plan should be developed and put in place to guide how resource allocation. Organize Economic Development Teams A key step in positioning Seward for attracting new investment is organizing local leaders and experts to host and call on new investment prospects. Business attraction is a highly competitive pursuit, especially in the current economic environment. Having a well - prepared and enthusiastic team of local leaders and business representatives able to make the case why Seward is the best destination for new or expanded private investment is a standard and effective business attraction strategy. TIP Strategies, Inc. & UACED 14 24 DRAFT Seward Economic Development Assessment Report Hosting Prospects In setting up the itinerary for the site visit, TIP Y t requested a first meeting with Seward's prospect visit team. A prospect visit team serves as community representatives for hosting new location prospects and usually consists of important public, economic development, and business officials. TIP's reason for 4,4 s � _ 1 ,� requesting an initial meeting with such a team in f Seward was to simulate the sales pitch and - information a team generally provides to an -) �, r �r investment prospect. However, TIP was informed that "" -1E1 ∎ a formal prospect visit team does not exist in Seward. kr, The consulting team recommends that the City and . _ Chamber assemble a prospect visit team consisting of Chamber staff, elected and appointed City officials, and representatives of the business community. The ' ye purpose of a prospect visit team is to have a pre- „ assembled group of community representatives who can provide comprehensive answers to a prospect's questions regarding why Seward is the best location ? {'f for their business. , Calling on Prospects ' ` "' o ` - In addition to hosting prospects, the community ; „ ,�� h�_re3 ; r k pr . 3 far,:;11 should regularly organize a team of public, Chamber,��d „ �r,�. and business leaders to call on outside companies — 'r =1 r tiOarrt including those who already have a presence in -1-1-'4'1- ' ; '° Cllr 11 Seward or are prospects for new investment. The ”- tr� °'' ' "�� "�� " ° ° °�� purpose of a call team is to express gratitude for an�'�'� existing presence or to educate new prospects about fa the advantages Seward has to offer. Such a team would not be the same as the prospect visit team. The composition of the call team can be rotated, but should always include existing business representatives in the mixture. They are a community's best ambassadors for new investment. • A group of Seward officials and businesses already travels to Seattle to visit with large companies doing business in Seward. This practice should be continued and expanded to call upon prospective businesses as well. Offer Expedited Permitting The City of Seward should explore adopting an expedited permitting process for qualified new, expanding, or relocating businesses. Such a process would commit the City to streamlining and simplifying governmental permitting processes where possible. Such an incentive offers a business - friendly environment allowing companies to locate and expand in the community rapidly and efficiently. • Develop a baseline. A comparison of Seward's development review and permitting process with peer and competitor communities is an important fist step. If no such baseline comparison already exists, then TIP Strategies, Inc. & UACED 15 25 DRAFT Seward Economic Development Assessment Report the City should begin tracking the review time for different categories of permitting (i.e., residential /commercial and infill /greenfield development). At the same time, the Chamber should gather information from the benchmarks and begin comparing this data with Seward's. • Establish a "One -Stop Shop." Many communities have benefited from a single location for permitting and development review. Instead of having various departments (from the fire marshal to the public works director) at various locations, a single stop helps expedite development and reduces bureaucracy, creating a more business friendly environment. In Seward a one -stop should would require a reorganization of staff and facilities. • Set clear standards and follow them. Developers require a level of certainty. To help achieve this goal, the City of Seward should ensure that current polides and codes are logical, clearly written, and enforceable. • Craft a development- related incentive policy. To encourage innovative and responsible development, the City of Seward should establish specific criteria regarding design standards, employment and wage targets, and other community goals that would trigger incentives for desirable projects. Examples of incentives would include a streamlined or "fast- track" review and approval process, waivers or reduction of the project's development - related fees, or in some cases, tax abatements or credits. Expand Business Retention and Expansion Program The City of Seward and the Seward Chamber of Commerce should collaborate to expand the community's business retention and expansion program. Successful, stable businesses form the foundation of a community's economy. When existing businesses thrive, so does the community. The U.S. Chamber of Commerce estimates that 40 percent to 80 percent of all new jobs are created by existing firms. Prosperous, competitive businesses are more likely to remain and expand in the community and, thus, provide the best opportunity to expand a community's tax base. Yet, existing firms can also pose the greatest economic threat to a community, should they close or relocate. Thus, a formal business retention and expansion (BRE) strategy should lie at the heart of any economic development program. Indeed, surveys of economic development organizations across the United States rank BRE as the number one economic development activity. A BRE program can identify the concerns and barriers to survival and growth that local businesses face, particularly during difficult times. A formal BRE program also demonstrates support for existing firms. Such support is crucial, as established businesses often get overlooked in a community's enthusiasm to recruit new headline - generating businesses. Yet, keeping existing companies happy and successful can help with business attraction, as firms considering moving will often talk to existing firms in the community. Below are common BRE activities the Chamber and City should consider adopting if not already in practice. • Develop and maintain a comprehensive inventory of existing businesses and available properties. Use publicly available business records, such as tax records, utility hookups, and ownership transfers as good sources of information to maintain an up -to -date inventory of existing businesses and available property. • Call on existing businesses — including all major employers — to gauge the ability and needs of local businesses to operate successfully and possibly expand in the community. TIP Strategies, Inc. & UACED 26 16 DRAFT Seward Economic Development Assessment Report • Consider including City, Chamber, business, and elected officials in visits to existing businesses. • Host regular business roundtables to give local businesses the opportunity to meet face -to -face with economic and community development staff and to stimulate discussion. • Establish incentive policies (such as fast -track permitting) that can apply to the expansion of existing businesses and are not directed solely at the recruitment of new industries. • Raise awareness of available technical and financial assistance programs, including workforce development and incentive opportunities. • Consider establishing a formal internship /apprenticeship program to aid in the transfer of vocational students to entry-level positions among existing local employers and /or targeted sectors. The presence of AVTECH in Seward should provide a wealth of talent to fill apprenticeship positions. • Ensure that adequate networking opportunities for local business owners exist. This should include the opportunity to discuss issues on a topical basis (e.g., workforce, supplier networks, and local taxes and fees). • Conduct a regular employer survey as a means for keeping in touch with local businesses and documenting specific needs or concerns. Conduct personal interviews for key regional employers. • Review development regulations, ordinances, and approval processes to ensure that the City is responsive to the small business community. • Create a small business ombudsman position to serve as the primary point of contact for new and small businesses in the area, as well as to act as a liaison between the business community and relevant government departments and commissions. • Work with the financial community and other economic development groups to improve access to capital, a critical factor in small business and entrepreneurial development. • Promote existing small business programs and services. This includes working with area small business development centers and other relevant organizations to ensure that they market their services to local businesses and entrepreneurial ventures. • Develop a "rapid response" strategy for dealing with potential layoffs or closures. TIP Strategies, Inc. & UACED 27 17 Port and Commerce Advisory Board Agenda Statement 4" of SFgt, Date: June 2, 2010 '' leASv-• To: Port and Commerce Advisory Board From: Suzi Towsley, Executive Liaison Subject: Title 7 Background and Justification: A note was made at the May 19, 2010 PACAB work session that the Port and Commerce Advisory Board may continue discussing their revisions to Seward City Code Title 7, Harbor and Port Facilities. This Agenda item has been added to afford PACAB that opportunity. Also please fmd the compilation of PACAB revisions, Administration revisions and the side by side comparison of both. 28 Sponsored by: PZ Commission and PACAB CITY OF SEWARD, ALASKA RESOLUTION 2010 -05 A RESOLUTION OF THE PORT AND COMMERCE ADVISORY BOARD OF THE CITY OF SEWARD, ALASKA, ENDORSING THE SOUTH HARBOR UPLANDS TRYCK NYMAN HAYES CONCEPTUAL DEVELOPMENT PLAN OPTION TWO AS ATTACHED WHEREAS, Council directed the Planning and Zoning Commission and the Port and Commerce Advisory Board to hold a joint work session to provide development recommendations for the new South Harbor Uplands; and WHEREAS, previous to the May 11, 2010 Joint Work Session the Port and Commerce Advisory Board held additional work sessions and provided recommendations to Council; and WHEREAS, previous to the May 11, 2010 Joint Work Session the Planning and Zoning Commission, Seward City Council and the Kenai Peninsula Planning Commission made recommendations and approved South Harbor Uplands Plat 2009 -17; and WHEREAS, the Planning and Zoning Commission and the Port and Commerce Advisory Board recommend that the first projects that should receive initial funding efforts include the Fishing Pier and Boardwalk, both with ADA accessibility; and WHEREAS, the Historic Preservation Commission, Port and Commerce Advisory Board, Planning and Zoning Commission, and Council have all approved Resolutions supporting the concept of the Mariners Memorial; and WHEREAS, the attached recommendations shall be incorporated into the update ofthe Small Boat Harbor Development Plan; and WHEREAS, the parcel is zoned both Harbor Commercial to the north and Park to the south, which is appropriate for the planned development. NOW, THEREFORE, BE IT RESOLVED BY THE PORT AND COMMERCE ADVIOSORY BOARD OF THE CITY OF SEWARD, ALASKA that: Section 1. The South Harbor Uplands Tryck Nyman Hayes Conceptual Development Plan Option Two as presented at this meeting is hereby endorsed as attached hereto. Section 2. The structure types on the Harbor Commercial north side of the uplands are excluded from the conceptual development plan endorsement and will be reviewed for appropriate improvement types during later development stages. Section 3. This resolution shall take affect immediately upon its adoption. 29 CITY OF SEWARD, ALASKA RESOLUTION 2010- 05 PASSED AND APPROVED by the Port and Commerce Advisory Board of the City of Seward, Alaska, this 2 11d day of June, 2010. THE CITY OF SEWARD, ALASKA Ron Long, Chair AYES: NOES: ABSENT: ABSTAIN: ATTEST: Jean Lewis, CMC City Clerk (City Seal) 30 L__ — -- I r I NOTES , 1 " �� /, , -, r � • WASTEWATER DISPOSAL sou., HAWN ST. I 1 These parcels ore subject to the City of Seward 's zoning 34a- \ 35 - 36➢ — _ _ I r5 and land use regulations. Plans for wastewater disposal, that meet regulatory r ' I requirements are on file at the Department of a k f7 IIPFII �� I &' 2 Na permanent structure may be constructed or placed TIN �, � rY � M within o utilit easement which would interfere with the Environmental Canservvtron. T1S r LOT I / J }' A �, ' . �. „LI J �� ability of a Utility to use the easement 6 �_ �, \ �i BLOCK 6 16 �'l 4 ` ,,, 2 1 J\ — I SEWARD SMALL BOAT HARBOR / 1 This / r –I • 1N„ Plot 1 / • -, u 1 u I 12 I / , ^; Resurrection Boy BLOCK 8 I � � 1 / o f / 9 1,131. 1L L2 �,. 3 / 1 66' L2 J A TS 1 74 d'r / o �: Seward Boot Harbor / a . VICINITY MAP 1 " =1 MILE i 1 _ a+ NX / CERTIFICATE OF OWNERSHIP AND DEDICA fi ' TION L. Of WAN _ � , r .w 1 m LOT 2 I � + - ~ 7 �� r We hereby certify that we are the owners of the real property 1 i d " I " g / of subdivision an grant all easements by our free t n I L �l 1 i consent. • N / shown and described hereon and that we hereby adopt this plan d ro b a o f el I �� 'M3__ MO / t I i _ 1 _— __ —__ —� —__ __ —__ —_- j —__— try \ ` . i� / K " s i! d City Manager o vg D I 1 / , .' I' City of Seward 9 ," I s � LL ' ?/ , 9 P.O. Box 167 R ,. 11I sI= —: ° ^ %v rrn'S ° s s s —/ � ; ' Seward, AK 99664 I -1= ss' a N7evzo f r / ' NOTARY'S�KNOWI'EDGFMENT I N s 1 9 5 . W f y I� / FOR: 80' — ' , I LOT 1 7A ..... - ' i •'•^ -'• r9 DAY AND SWORN TO BEFORE ME THIS 744, / 20 r j " \ \ BLOCK 6 —, — 9.63 Ac. ,i' iA1z • OCEANIIEW — — 1 ' "} - �' NOTARY FOR ALASKA MY COMMISSION EXPIRES SUB° — —I \ n --� W . -' 1 A DM 770N I,N, T... BLOCK 7 _ _. WAN A LS 174 W - , - ,war nee — --I3. 1 - r , ,p ,• n ea "." w Resurrection Bay BLOCK 8 2 -, .. .... 3 -- I a1 � I t,_. _6t4 P 2 �' PLAT APPROVAL r 1 PPP _` _ •! $ 6\ z This plat was approved by the Kenai Peninsula Borough - 1 -- -iw 1" ' " W \ I UPLANDS LINE TABLE Planning Commission of the meeting oh 1s .00 1 LINE BEARING DISTANCE VAN BUREN ST. c ` a •' a ss3roY38 E 8558' L2 589'45'05`£ 29.31' - — — — 1 r — �'- 8 __ ('�. L3 N68'06'13 "E 67.44' LEGEND Borough Official _ _ L4 N2938'30 "£ 15.82' x 2 LS 500'44'1 f 14.90' Found Monume 1 _ — I �_ PRELIMINARY PLA T • Found PK Nail " a L6 529 ° W 35.40' SEWARD SMALL BOAT HARBOR — �" LA eNea \J L _ S Found R8 & AL Cop 60' BLOCK 6 (ADDITION I 00' BLOCK 7\ MEANDER LINE TABLE o Set RB & Pl. Cop SOUTH HARBOR ADDI770N LINE BEARING DISTANCE 0 Found Reber A RESUBDIWSION OF.- MI 563'08'23 53.96' Uplands Parcel Boundary LOT 17, BLOCK 6 SEWARD SMALL BOAT HARBOR M2 533'52'21"E 74.25' - - -- Tidelands Parcel Boundary PLAT NUMBER 2000 - SURVEYOR'S CERTIFICATE M3 57955'08 "E 88.41' - ' - -- Vacated Property Lines LOTS 8 THROUGH 20, BLOCK 8, LAUBNER ADD /770N M4 N89'18'47"E 767.79' Existing Easments PLAT NUMBER 2 '"' M5 N31I473 E 379.72 I hereby certify that, I om properly registered and licensed Proposed Easement AND A PORTION OF ALASKA TIDELANDS SURVEY 174 to practice land surveying in the State of Alaska, this plat M6 N595920E 21.95' s Sanitary Sewer SEWARD 1B R RD M represents o survey mode by me or under my direct supervision, M7 563'44'49 ' E 19.33' —. Waterline PLAT NUMBER 39 the monuments shown hereon actually exist as described, and M8 SOi'16'35"E 2690' - ss —ss— Storm Drain T1S R1 W, 1W IN T SW 1/4 SECTION 3 011 dimensions and other details ore correct to the ormo/ M9 53024'08 "W 422.28' MERIDIAN, ALASKA Underground Electric standards of practice of land surveyors in the State of Alaska. M1O 55154'31 "W 131.36' KENAI PENINSULA BOROUGH Overhead Utility lines .N••ye Mii 53123'33 "W 141.12 CITY OF SEWARD 0 Sewer e ..."-C.... Y. 2,, ..3( .... M12 58057'09 "W 83.92' x Water Va,1 Votive e Box SEWARD' RECORDING DISTRICT Date j l P. • • . ...... ... ...... • �, o M13 572'40'00 "W 538.14' 7K Fire Hydrant s 49th • CURVE DATA 0 Storm Groin Manhole F CLI AND ASSOCIATES . CURVE RADIUS DELTA LENGTH CHORD BEARING ••^ Power Poles LAND SURVEYORS C1 217.00' 1653'54" 6400' 6177' NO82659 E Guy Anchor 416 4th AVENUE PO BOX 2703 SEWARD, AK 99664 \ Wm. Nicholas Ciro m Electric Facilities (907) 224 -7324 FAX (907) 224 -6088 3 ., LS - 7569 • DATE, 12/31/2008 SCALE.: 1° = 100' �p' .... • DRAWN: WNC F.D. BK.: 08 -07 99� "^'f55pNA�.�' DRAWING NO.: 08 -46PP1 K.P.B. FILE I 2009- I t 1 , .,— , i 1 r' ' ' ' ' s , fvf, L , , __L, L 1 a a 4 l 1 3'WI 11 30AIWYWR 3NII it 4 x 1 i. WOMB AL 11.0 I ` �3 \ 1 Lt ' . >f? ✓ i' _Y ; - k 4i ,fc� �w ��•• f • ur'"." < .4! .1 i .. • F " - 1I t'9)'. ; . . " L 'gill < E { I ,. LC 4 t. iI`. � - t I I I I I I i n a.+ a .9 a-+ \' D 1 •r:1eow z,r, xr - . ralrxsrkwra x...r -` i 4/, 0. sass s • I. II • • „ 0131 31 1 / �GOq Qa 9" y • x , y 1 2 3. 1 11- 11 a 11 n o 14 1f 11 Y r; ' '" N \ s 3 4 1'n <....,.>wa.- s,:�^.!ar�+fwrr i c'u'k! • a � r • o 11 a a �C. 3} r Y t ( ', • a w v s i ax . I y i e r r _ .r ,•. M 4 1 t' ' WIIGW1t3Al11 1 4,g+Y `19v1'*, Q. i T 01 AL. VEHICLE qTALLS a " 16 \`\``\� TRAILLI? ' 11ANDICnP ... 6 CO p PARALI El 1 1 ( STANDARD 1 f B EASEMENTS ,.... oww.006 a 11/26/2006 AROUND FIRE HYDRANTS 15' "° W Ef111ER SIDE OF WATER OR WASTEWATER LINE 15' 30' TOTAL aruc — r 1 ' PRIMARY ELECTRICAL LINES 20' 011' SECONDARY ELECTRICAL LINES i0' rwrs 3 ` 3 a 3 ............ . Port and Commerce Advisory Board — se Agenda Statement Meeting Date: June 2, 2010 1 tasw 1 * To: Chair and Board Members From: Community Development Director Christy Terry • Agenda Item: ENDORSING THE SOUTH HARBOR UPLANDS TRYCK NYMAN HAYES CONCEPTUAL DEVELOPMENT PLAN OPTION TWO AS ATTACHED BACKGROUND & JUSTIFICATION Under the June 2003 Project Cooperation Agreement between the Department of Army and the City of Seward for Construction of the Harbor Improvements, dredged and excavated material was deposited behind the newly extended Breakwater creating approximately 3.5 acres of filled land described by the Corps as "BOD Disposal Area 1." On February 12, 2007 the City of Seward authorized the approval of the Department ofArmy memorandum for record and accepting Disposal Area 1. This area is owned by the City of Seward, but also remains subject to the federal doctrine of navigational servitude. Council directed the Planning and Zoning Commission and the Port and Commerce Advisory Board to hold a joint work session to provide development recommendations for the new South Harbor Uplands. Both Bodies had developed and sent their recommendations to Council on various aspects of development of this newly created parcel. The Port and Commerce Advisory Board held additional work sessions and provided recommendations to Council including Resolution 2008 -03. The Planning and Zoning Commission, Seward City Council and the Kenai Peninsula Planning Commission made recommendations and approved South Harbor Uplands Plat 2009 -17. Also, the Historic Preservation Commission, Port and Commerce Advisory Board, Planning and Zoning Commission, and Council have all approved Resolutions supporting the concept of the Mariners Memorial. A Joint Planning and Zoning Commission and Port and Commerce Advisory Board Meeting was held on May 11, 2010 with many Council Members, Administration and public also in attendance. Recommendations developed at the meeting are included in the resolution including: Tryck Nyman Hayes Conceptual Development Plan Option Two should be adopted as the development plan; initial funding should be sought for the development of the Fishing Pier and Boardwalk, both with ADA accessibility; the current zoning should remain as it is in harmony with the development plan; and the structure types on the Harbor Commercial north side o f the uplands should be excluded from the conceptual development plan approval and should be reviewed for appropriate improvement types during later development stages. INTENT: This resolution proposes to endorse the South Harbor Uplands Tryck Nyman Hayes Conceptual Development Plan Option Two as presented at this meeting as attached. 33 CONSISTENCY CHECKLIST Where applicable, this agenda statement is consistent with the Seward City Code, Charter, Comprehensive Plans, Land Use Plans, Strategic Plan and City Council Rules of Procedures. Other: Small Boat Harbor Development Plan RECOMMENDATION Approve RESOLUTION 2010 -05 ENDORSING THE SOUTH HARBOR UPLANDS TRYCK NYMAN HAYES CONCEPTUAL DEVELOPMENT PLAN OPTION TWO AS ATTACHED 34 Port and Commerce Advisory Board Agenda Statement Sew 44 9 '' F A O Date: June 2, 2010 '�tASK To: Port and Commerce Advisory Board From: Suzi Towsley, Executive Liaison Subject: Setting a work session for, 2010 to discuss the South Harbor Uplands with Planning and Zoning and City Council ' and Justification: osiememsThe Seward Port and Commerce Advisory Board expressed interest at their May 2010 meeting in establishing Seward as a U.S. Customs port of entry and status as a foreign trade zone. Recommendation PACAB should make a motion setting the work session topic for June 16, 2010 as discussion of the establishment of Seward as a U.S. Customs port of entry and status as a foreign trade zone.