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Home My WebLink About07072010 PACAB PacketPost and Commerce Advisory Board July 7, 2010 Council Chambers Noon SEWARD PORT AND COMMERCE ADVISORY BOARD Regular Meeting June 7, 2010, 12:OOPM COUNCIL CHAMBERS Ron Long, Chair Board Member Term Expires 2011 Theresa Butts, Board Member Term Expires 2012 Deborah Altermatt Board Member Term Expires 2010 Daniel Oliver Board Member Term Expires 2010 Daryl Schaefermeyer Board Member Term Expires 2012 Robert Buck Board Member Term Expires 2012 Paul Tougas Board Member Term Expires 2011 Phillip Oates City Manager Kari Anderson Harbor Master Suzi Towsley Executive Liaison City of Seward, Alaska July 7, 2010 1. CALL TO ORDER 2. PLEDGE OF ALLEGIANCE 3. ROLL CALL 4. SPECIAL ORDERS, PRESENTATIONS AND REPORTS A. ARRC Representative Louis Bencardino B. Chamber Report -Laura Cloward, Executive Director C. Harbormaster Report —Kari Anderson D. Community Development Report- Christy Terry 5. Citizens' comments on any subject except those items scheduled for public hearing. [Those who have signed in will be given the first opportunity to speak. Time is limited to 2 minutes per speaker and 30 minutes total time for this agenda item.] 6. Approval of agenda and consent agenda [Approval of Consent Agenda passes all routine items indicated by asterisk (*). Consent Agenda items are not considered separately unless a Board Member so requests. In the event of such a request, the item is returned to the Regular Agenda.] PA CAB Agenda Page I 7. INFOMATIONAL ITEMS, REPORTS AND PRESENTATIONS — A. Report on Business of Green Energy Conference by Rob Buck 8. UNFINISHED BUSINESS 9. NEW BUSINESS A. PACAB Discussion and Recommendations regarding the Seward Economic DevelopmentAssessment................................................................... Page 3 B. PACAB Discussion and Recommendations regarding potential Seward Promotions Recommend canceling July 21, 2010 work session .................................... Page 29 �K C. Approval of May 5, 2010 Regular Meeting minutes .................................... Page 44 �k D. Approval of June 2, 2010 Regular Meeting minutes .................................... Page 46 10. CORRESPONDENCE, INFORMATIONAL ITEMS AND REPORTS (No action required) - A. China Expands Participations in Alaska's Mining Industry Agrees to buy 50% of Gold Output from Kensington Mine (28 June 2010 Article)from WTC................... Page 47 B. Monthly PACAB Budget Report ............................................................ Page 49 C. Alaska Small Business Development Center workshops in Seward, July 19 2010.Page 50 11. BOARD COMMENTS 12. CITIZEN COMMENTS [S minutes per individual - Each individual has one opportunity to speak.] 13. BOARD AND ADMINSTRATIVE RESPONSE TO CITIZENS'COMMENTS 14. ADJOURNMENT City of Seward, Alaska PACAB Agenda July 7, 2010 Page 2 Port and Commerce Advisory Board Agenda Statement Meeting Date: July 6, 2010 / To: Port and Commerce Advisory Board From: Community Development Director Christy Te Agenda Item: PACAB Discussion and Recommendations regar the Seward Economic Development Assessment BACKGROUND & JUSTIFICATION: The Port and Commerce Advisory Board reviewed the list of questions generated from the Seward Economic Development Assessment at their work session on June 16, 2010. The Board was able to discuss many of the questions and the Executive Liaison noted their discussion as attached. However, the Board did not complete their review and request this as a item for their next scheduled Meeting. Two clear recommendations developed during that work session that could be approved by motion: 1) The Ombudsman Position discussed in the Economic Development study should be a position within the City of Seward. 2) The current City Website requires an update. As the Board continues their review, additional items for approval could be appropriate for suggestion to Council. These motions will be provided to council via minutes and/or the Board could ask the administration to work on additional correspondence with their recommendations. In addition to the original questions and notes from the work session, also provided you will find the section of the code discussion exemptions for aesthetic enhancements, the shop local campaign mentioned by Chair Long and the Seward Economic Development Study. RECOMMENDATION: PACAB should discuss and provide a recommendation (via motion) to the Council on requested items. List of questions and topics to frame discussion of the economic Development Assessment- by Phillip Oates Interweaved notes from the Port and Commerce Advisory Board work session 6-16-10 1. What are the best specific incentives for a development -related incentive policy? A preferential policy change could be perceived to negatively affect existing businesses. Internal City streamlining should be done to the steps for starting a business including expediting the permitting process and consolidating services. Also noted that there are existing incentives for businesses that improve aesthetically or make historical improvements to their structures, however these are not widely used or publicized within the community? 2. Should the city give the first 2 years of a lease at no cost to encourage the establishment of new businesses? This type of motivation could be more easily and fairly achieved with a preferential rite of renewal on the end of a lease, and review of lease terms and flexibility around taxable property on the leased property. This problem, of having improved on property that's leased and that lease could run out and not be renewed ends up affecting the resale value of businesses as well. 3. What specific actions by the City would encourage economic growth or the establishment of new businesses? Establish a `Green" Business program and incentives- Open the electrical grid- Start net metering - Make the downtown business corridor more walk friendly with connected awnings and better sidewalk maintenance. 4. Would a campaign of "spending 10% more of disposable income in Seward" make a positive economic impact in the community? Are there other actions that would encourage an increase in local shopping by residents? PACAB members do not believe that this is a City Government task. Private industry should begin and organize any efforts like this. 5. What types of new businesses should we target for Seward? The ones that want to be here- year round businesses -businesses that make a good product- businesses that can be run with no overheads, often from home or anywhere, in the technical or computer fields, that aren't necessarily location dependent- Ideas like the mountain tram presented by Chris Nyman to PACAB last month, were praised for being new, innovative and creative with a lot of potential for the business and the community. 6. What policies and incentives encourage small entrepreneurial businesses? PACAB voiced strong support for an ombudsman position within the city, paid to coordinate and follow up with business owners, working closely with the chamber and all involved city departments to help facilitate a private business/industry friendly atmosphere, and streamline sometimes cumbersome process. 7. Is it economically beneficial and legal to provide business discounts to local residents? Yes and yes 8. Is a seasonal sales tax a good approach for encouraging local economic activity and keeping businesses open in the winter months? Maybe, some members worry that this may leave a `bad taste in eth mouth' of visitors; others felt that visitors will pay what is needed to visit. This could also create a marketing opportunity for neighboring/ competitive communities that don't have a seasonal sales tax. ie "come to homer, we have most of what Seward does and no seasonal sales tax". 9. Would utility subsidies in the winter be helpful in keeping businesses open? Yes, but how will the city plan to make up for the loss in revenue? Perhaps better coordination with exiting state programs that encourage energy efficiency would address this some. — not reinventing the wheel here. 10. What other incentives could the City offer to keep more businesses open or successful during the winter months? Better communication of existing programs, less perceived competition between private and public sector, even if it's just a perception it is damaging. 11. Which is consistently more successful for expanding the economy, growth of existing businesses or attracting new businesses? Both and sustainability. 12. Do you have an example of a City Website that has proven successful for achieving economic growth in a community? Kodiak seems to be very successful at what they are doing.... And has a lot of similarities to Seward. 13. What specific public policies encourage or discourage economic growth in a community? Seward area businesses need to be careful to not give off a sense of entitlement but rather foster a business friendly attitude, and great place to live works and do a variety of business. Christy Terry From: Phillip Oates Sent: Friday, May 28, 2010 9:38 AM To: 'Christi Bell' Cc: 'alex@tipstrategies.com'; Christy Terry; John Bird; Kris Erchinger; 'rims@ptialaska.net'; 'Laura Cloward; 'Vanta Shafer; wilnbev@ak.net; Suzi Towsley Subject: Economic Development Meeting in Seward Christi, This message contains a list of questions and topics to frame discussion at our Ecoomic Development Meeting in Seward on Tuesday, 1 June at 1 PM. Please feel free to add to, or subtract from, this list as you feel appropriate. 1. What are the best specific incentives for a development -related incentive policy? 2. Should the city give the first 2 years of a lease at no cost to encourage the establishment of new businesses? 3. What specific actions by the City would encourage economic growth or the establishment of new businesses? 4. Would a campaign of "spending 10o more of disposable income in Seward" make a positive economic impact in the community? Are there other actions that would encourage an increase in local shopping by residents? 5. What types of new businesses should we target for Seward? 6. What policies and incentives encourage small entrepreneurial businesses? 7. Is it economically beneficial and legal to provide business discounts to local residents? 8. Is a seasonal sales tax a good approach for encouraging local economic activity and keeping businesses open in the winter months? 9. Would utility subsidies in the winter be helpful in keeping businesses open? 10. What other incentives could the City offer to keep more businesses open or successful during the winter months? 11. Which is consistently more successful for expanding the economy, growth of existing businesses or attracting new businesses? 12. Do you have an example of a City Website that has proven successful for achieving economic growth in a community? 13. What specific public policies encourage or discourage economic growth in a community? 14. Should we focus John Bird's efforts on a Business Retention and Expansion Program (John is a retired Army colonel and summer employee who has produced the City Efficiency Study and the City Enterprise Fund Study)? 15. 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- what are some methods we can immediately put in place to address these issues? 1 16. Do you know of the APEX program? Do you see this as a successful certification model for local governments to promote economic development? 17. How much would it cost for UACED or other facilitator to help the City develop an economic development plan? 18. Should we implement a "loan" through the Electric Utility for businesses that need to upgrade their equipment to more energy efficient appliances (the loan could be repaid over time through the utility bill)? 19. How do we streamline lease procedures? (The length of time is driven by survey and platting requirements for new lease sites but the timeline is much less for a new lease of an existing lease site.) 20. Do you know of building codes from other cities that may allow older buildings to be renovated without excessive cost to business owners? 21. How would we best market our safe, lovely, and community friendly community to businesses? 22. Should we establish and advertise for a voluntary ombudsman position? See you on Tuesday... Phillip Oates City Manager 907-224-4012 2 Chapter 5.50. Real Property Tax 5.50.010. General. 5.50.021. Exemptions. 5.50.010. General. (a) All real property in the city is subject to annual taxation by the city except real property exempt under the constitution of the state, the applicable laws of the state, ordinances of the Kenai Peninsula Borough, the City Charter or the ordinances of the city. (b) The council shall annually determine the rate of levy before June 15. (c) The Kenai Peninsula Borough shall assess and collect the real property taxes levied by the city in accordance with AS 29.45 and Chapter 5.12 of the Borough Code of Ordinances now in effect and as each may hereafter be amended. (Ord. 99-12) 5.50.021. Exemptions. (a) Exemption for exterior aesthetic enhancement (1) Purpose. The purpose of this subsection is to encourage owners to improve the exterior aesthetic quality of their real property. (2) Exterior aesthetic enhancement. a. An owner of real property may apply to the city for an exemption from that portion of city real property taxes resulting from an increase in assessed value of improvements to real property if the increase in assessed value is directly attributable to alteration of the natural features of the land or new maintenance, repair or renovation of an existing structure, and if the alteration, maintenance, repair or renovation, when completed, enhances the exterior appearance or aesthetic quality of the land or structure. An exemption may not be allowed under this subsection for the construction of an improvement to a structure if the principal purpose of the improvement is to increase the amount of space for occupancy or nonresidential use in the structure or for the alteration of land as a consequence of construction activity. b. An exemption provided in this subsection shall continue up to four years from the date the improvement is completed, or from the date of approval for the exemption by the local assessor, whichever is later. c. In order to qualify for this exemption, an applicant must file with the city manager a written application within 30 days after the mailing of the Kenai Peninsula Borough notice of assessment for the year which the exemption is sought. The application shall be on a form prescribed by the city manager, and shall include all information deemed necessary to determine eligibility of the property for the exemption. If the applicant fails or refused to provide the information required by the city, within the time period set, the exemption shall be denied. Script the Critical Moves 67 Bests that child abuse, too, may be partly the result of a lack of un- derstanding, a lack of clear instruction or guidance on what to do. This is not to excuse the parents' behavior, of course. It is simply to point out that simple scripting has power beyond what any of us could have predicted. Even child abusers become pliable in its presence. 7. In 1995, the same year Brazil's president Cardoso announced the privatization of the railroads, a group of high school students in Howard, South Dakota, started plotting a revival. They wanted to do something, anything, that might revive their dying com- munity. Howard and surrounding Miner County had been shrinking for decades. Farm and industrial jobs had slowly dried up, and nothing replaced them. The median price of houses in Howard was only $26,500. The population was about 3,000 and shrink- ing. The county had the highest elderly population per capita in South Dakota, and it also had the highest rate of youth out - migration in South Dakota, meaning that when young people got old enough, they left and didn't return. "We'd been in decline for ninety years," said Randy Parry, a longtime resident who taught a business class at the local high school, coached the varsity basketball team, and ran an ice cream parlor on the side. At Howard High School, the students had just finished read- ing a book about the death of rural communities in Iowa. The students said, "That's us, it's just seventy years from now," according to Parry. "So in class they started asking, `How could we change this?"' Imagine the decision paralysis in this situation. Think of how 68 DIRECT THE RIDER many factors influence a town's health: its history, its demo- graphics, its location, its economic base, its weather, among countless others. The problem was simply too complex for any- one to solve. And it wasn't for lack of motivation —there wasn't one person in Miner County who wouldn't have jumped at the chance to help rejuvenate the community. The Elephant herd was ready to move. But where? What can a few people do to restore an entire county? The students started investigating the situation, designing a survey and distributing it to a sample of Miner County's 1,000 registered voters. One finding in particular disturbed them: They discovered that half of the residents were shopping outside the county, driving an hour to Sioux Falls to shop in larger stores. If Miner County was going to be reborn, its economy would need a boost. Most of the things that would boost an economy — investment, entrepreneurship, immigration —were out of the stu- dents' control. But they had uncovered one thing that was very much in their control: spending money locally. They had found their first rallying cry: Let's keep Miner dollars in Miner County. Parry urged the students to present their findings to the com- munity. The students accepted the challenge and began to put together a presentation. The students' newfound interest in revitalization dovetailed with the efforts of others in the community. A group of other Miner County citizens had been hosting a series of meetings in- tended to get county residents talking about the future. They held five gatherings, some in the high school and some in people's homes, and they invited a cross section of residents: farmers and businesspeople and ministers and retirees. They challenged each other: What can we do to energize Miner County? The issues raised were all over the map: Why does our town look so shabby, with rusty cars on the street? Why should a farmerget Script the Critical Moves 69 a subsidy when a businessperson doesn'tget a subsidy? Why don't we have a more thriving Main Street? Many of the issues were TBU, unsolvable by the community. Many required investment, but with a limited pool of tax dollars to draw from, it wasn't clear where they'd find the money. But there were a few things they knew they could take into their own hands. A gas station owner in the town of Fedora, population 150, complained that residents years ago had cut down a lot of dis- eased trees —stumps were still littering the area, making Fedora look run-down and sad. The group of concerned citizens decided to deal with the stumps in Fedora. One Saturday, farmers carry- ing chain saws rode into Fedora on their tractors and loaders. Other residents made sandwiches and cookies for the workers. In a single day, the group dug up four hundred stumps. Kathy Callies, who was heading up the kitchen crew that day, said it was amazing to see fifty people, ages ranging from 5 to 95, come together to do something for their community. Callies re- called that by the end of the day, "People felt like, `Look at what we did in a day.' And when you've dug up stumps together and you start to realize you have shared ideas about what you want the community to be, then things start to happen." (Notice that the log -clearing day had powerful Elephant and Path elements, as well. The flush of victory —of making a difference —gave the Ele- phant strength to continue. And the strong support of the com- munity made the Path feel less difficult. It's easier to make a long journey when you've got a herd around you.) The community began to rally around the movement. Callies remembered the day that Phyllis, a civic -minded woman in her 80s, dropped by the office where the community boosters were meeting. Phyllis announced, "I've been waiting for you to call me. I thought if you needed my help, you would call. But then I realized that `Oh, they're all too busy to call!' So here I am." On 70 DIRECT THE RIDER Script the Critical Moves 71 her refrigerator at home, Phyllis had posted a cross-stitch that problems. Later, Howard and Miner County received $6 million C said "Screw the Golden Years." in grants from various foundations to fuel the transformation. When the high school students were ready to unveil their rec- Randy Parry left his teaching job and became a full-time T1 ommendations, eighty-five residents gathered in the high school revitalizes -in -chief The town of Howard became the host to bi H gym to hear the presentation. Among them were the top leaders twenty -first -century businesses such as an organic beef producer N of the towns in Miner County. the school boards, the city coun and a wind -turbine repair shop. di cils, and the county commissioners. "It all started small," said Parry. "It's like when I took over the di The crowd listened attentively to the high school students. basketball team at the high school. They were just coming off of th Parry said, "You could hear a pin drop.... People said, `I can't say a losing season and you couldn't get people to come into the gym. tro no because I want to make this a place where these kids can come But then you start to win and a few people come, and then more ba home someday.' Because the other option is we sit here and keep people come. And then we started winning a lot." To date, Parry CO watching things decline, so pretty soon all that will be left is the has discussed the rebirth of Miner County with community lead - so log dust.,' ers from thirty -three different states. The students had prepared an impressive array of spreadsheets i f if l and charts and graphs. But the 'd also simplified the complex g P Y P p data into one simple, surprising fact: They'd calculated that if 8. PO Howard residents spent just 10 percent more of their disposable A railroad and a South Dakota small town. Both crumbling. Both tni income at home, they would boost the local economy by $7 with a dense thicket of problems and no real resources to use in r million. untangling them. In each situation, an unlikely leader emerged The audience was impressed, and the presentation worked a young man fresh out of business school and a high school bas- e i better than anyone expected. The students had scripted the first ketball coach. And both succeeded by formulating solutions that �r3 critical move for Miner County, and the locals responded imme were strikingly smaller than the problems they were intended to ►� diately, consciously spending more of their money in the county. - solve. (We've seen this asymmetry before, in the stories of Jerry A year later, South Dakota's Department of Revenue released an Sternin in Vietnam and Bobby the troubled teenager.) astonishing number: The amount of money spent in Miner The challenges facing Miner County were big and sprawling: f l County had increased by $15.6 million, more than twice the in the decline of an industrial base, the aging of a population. The crease the kids had expected. citizens understood these challenges well, but the knowledge was The change began to snowball. Suddenly, because the county TBU—true but useless. It was paralyzing knowledge. , ,et was collecting more taxes, money was available to fund the other To the Rider, a big problem calls for a big solution. But if you proposals the local groups had considered. And in the years fol seek out a solution that's as complex as the problem, you'll get 1 lowing the students' presentation, the tax receipts kept climbing, the Food Pyramid and nothing will change. (The Rider will just ea which enabled the community to tackle even more ambitious spin his wheels trying to make sense of it.) The Rider has to be it ho m SEWARD ECONOMIC DEVELOPMENT ASSESSMENT Prepared for Seward Chamber of Commerce May 2010 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 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 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 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 less 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 has tempered its post-2000 population growth estimates for Seward, the Alaska Department of Labor and Workforce Development (ADLWD) has been even less optimistic. ADLWD estimates show Seward's population declining from 2,830 in 2000 to 2,619 in 2008. If correct, these estimates mean Seward's current population is about the same or less than it was at the time of the 1990 Census, nearly 20 years ago. TIP Strategies, Inc. & UACED 4 DRAFT Seward Economic Development Assessment Report Student enrollment data are also accurate indicators of overall population trends. Data collected by the US Department of Education's statistical unit counting all U.S. schoolteachers and students by Zip code indicate an enrollment pattern consistent with ADLWD population estimates. According to Figure 2, between 1995 and 2000 the number of primary and secondary school students in the 99664 Zip code peaks and then begins leveling off. From 2001 to 2006, the number of students steadily declines. In Figure 2: Students and Teachers Counted in 99664,1990.2006 1000 --------------------------------------------------------------------- 1a0 Total Total n number of umber of primary teachers secondary 9q0------------------------/------------------------------ -- 90 (line) students , _� _/ 7/ (columns) 800 ---------- 770 600 % %pa soa j j ////� 11 j% j sa aoa j/j/ j jj j j- j j j/� j jo 300 % / j / % 1 IN / 30 200 j j/ j j zo 100 Ia 19901991199219931994199519961997199819992000200120022003200420052006 SOURCE: U.S. Department of Education, National Center for Educational Statistics (NOES) (via Moodys Analytics) NOTE: Data represent total counts within 99664 ZIP Code. 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 Number 195 ------------------------------ -- Number )� of private j j f sector 180---------I �/ j j/ - ------ - j 1,200 covered establishjobs / / % % j / j — j j lobs ments (columns)i65 _ / 110q (line) 150 j / / 135 / / j� j900 100 105 05 -% % j j j- -j j 7a0 - ---� / - 600 75 ---/- �- �- �-- soa 60 --_� -_ 400 45 --�---�---�---�---�----�----� �---�---�-- soa 30 / z0o0 1s o s 1998 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. private sector employment gained almost 200 new jobs. This means the average number of workers employed at Seward businesses increased over the period. In 1998, local businesses employed an average of 6.1 workers. By 2007, this figure had risen to 6.8 workers. In addition, the total private - sector payroll (unadjusted for inflation) nearly doubled from $27.2 million in 1998 to $50.6 million in 2007. TIP Strategies, Inc. & UACED "I DRAFT Seward Economic Development Assessment Report Figure 4 below displays the number of private sector establishments in zip code 99664 by industry sector. Accommodation & food services is the largest category of business establishments in Seward. As of 2007, 40 businesses operating in this sector had a 99664 address. A decade ago, retail establishments rivaled motels, restaurants, and bars for the most important sector of the local economy, but over the past 10 years, the number of retail outlets Figure 4: Private -Sector Business Establishments within 99664,1998-2007 Number45 ----------------------------------------------------------------- of private sector establish- 40--------------------------------- ---- --- —Accommodation & food ments by 00 services industry sector 35 -- ---------------------------------------- ---Transportation & warehousing 30---------`- ------------------------------------ -- —Retail trade 25--------- ---------------- - ------------- Personal &other services 20 ----------------------------------------------------------------- Health care & social assistance* •�- --Construction a.. 10 ------------------------------------ �"^►, "'�� —Professional services 5 --- has declined 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 live employees. Just 6 percent of the business establishments employ 20 or more workers. Figure 5: Size of Business Establishments within 99664, 2007 20-49 50-99 100+ 3% 2% 1% Size category Number of businesses 0-4 employees 127 5-9 30 10-19 18 20-49 5 ay. 50-99 4 100+ 2 All establishments 186 vM - SOURCE: US Bureau of the Census, Zip Code Business Patterns 2007 (latest available) TIP Strategies, Inc. & UACED 6 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 ► Teachers & Instructors, All Other 11 25 18 20 82 80 ► Registered Nurses ► Managers, All Other ► General & Operations Managers Retail Salespersons 17 1 10 16 24 29 30 31 38 71 70 69 63 Healthcare Support Workers, All Other 13 38 62 Correctional Officers Mailers Customer Service Representatives Bookkeeping, Accounting, & Auditing Clerks Teacher Assistants Office & Administrative Support Workers Office Clerks, General Personal & Home Care Aides Meat, Poultry, & Fish Cutters & Trimmers 50 14 25 11 24 17 10 12 40 43 44 45 46 47 50 50 60 57 56 55 54 53 50 50 Executive Secretaries & Admin Assts 17 53 47 Hotel, Motel, & Resort Desk Clerks 18 56 44 Captains, Mates, & Pilots of Water Vessels 25 56 44 Maintenance & Repair Workers, General 10 60 40 Electricians 10 60 40 Bartenders 13 62 38 Laborers & Freight, Stock, & Material Movers 21 62 38 Cashiers 43 63 37 Food Preparation Workers 19 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 1® 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 7 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 practices, economic issues, and lack of a well - trained labor force have a negative effect on businesses in Seward. One -fifth plan to move or discontinue their business in 1-2 years; half of these noted difficulty obtaining permits to operate or expand. A high frequency of 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 (see box). When asked about hiring issues, 46 percent of 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 8 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 citizens 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 9 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 10 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 I I Seward Economic Development Assessment Report DRAFT 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 site selectors. The adjacent text box provides information on fundamental pieces economic development websites should include. For example, the City and Chamber websites should link to a downloadable and printable community profile containing standard information site selectors require. Information on the business and investment climate in Seward should also be offered in a more downloadable and printable format. The sites also lack lists or links to available buildings/properties and key economic development assets. The Anchorage Economic Development Corporation's (AEDC) Anchorage Prospector site does list commercial, retail, and industrial sites/buildings for sale or lease in Seward; however, neither the Chamber nor the City provide a link to the site. Moreover, it is not clear from either the City or Chamber site the appropriate process for prospects to initiate a business location inquiry. For instance, the Chamber site identifies the Community Development Department as "a great first stop for any business seeking to relocate to Seward." However, the City site encourages businesses to "utilize the Seward Chamber of Commerce to help initiate business opportunities in the city." The City and Chamber should establish a formal protocol for prospect assistance, which is then clearly described online and in printed literature. TIP Strategies, Inc. & UACED 12 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 less 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, less 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 13 Seward Economic Development Assessment Report DRAFT Hosting Prospects In setting up the itinerary for the site visit, TIP 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 requesting an initial meeting with such a team in Seward was to simulate the sales pitch and information a team generally provides to an investment prospect. However, TIP was informed that a formal prospect visit team does not exist in Seward. 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 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 for their business. 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 14 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 policies 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 15 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 AVT'ECH 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 16 Port and Commerce Advisory Board Agenda Statement Meeting Date: July 6, 2010 To: Port and Commerce Advisory Board From: Community Development Director Christy Terry Agenda Item: PACAB Discussion and Recommendations regarding potential Seward Promotions BACKGROUND & JUSTIFICATION: The Chamber Director and I met to address the appropriate process for prospects to initiate a business inquiry. The study noted an inconsistency in the current informal process and suggested that a formal protocol be developed to encourage consistency and partnership opportunities. Community Development is also in the process of developing a Community Profile and Business Inventory and is providing suggestions on necessary features on the City Website upgrade. Attached for PACAB's review are the work session notes from the Chamber Board Work Session held on June 23rd discussing the Economic Development Assessment. Administration is soliciting PACAB's input on the items outlined at the Chamber Board Work Session and the City's role in partnering. Also, any review comments will be shared back to the Chamber Board to foster the partnering efforts between the two entities. Additionally, following the Economic Development Report and Work Session, the City Manager, Council Members, Chamber and Staff held a number of informal meetings to discuss moving forward on potential promotional/business development opportunities for the City of Seward. The City Manager's Office has taken the lead on brainstorming and developing the attached potential ideas and opportunities. Two examples of how these potential items are moving forward are attached following the comprehensive list. Administration is soliciting PACAB's input on priorities, suggestions and direction on potential promotional development ideas. Additionally, how should these endeavors should be funded and who should pursue these ideas: Chamber, City or private enterprise? RECOMMENDATION: PACAB should discuss and provide a recommendation (via motion) to the Council on requested items. Christy Terry From: Laura Cloward (director@seward.net] Sent: Sunday, June 27, 2010 4:48 PM To: 'Dan; 'Deborah A'; 'Linda Rae'; 'Mica VanBuskirk'; 'Nici Murawsky'; 'Ron Long'; 'Susan S% 'Susie'; 'Teresa' Cc: Christy Terry Subject: Economic Development Work Session Wrap Up We met on Wednesday, the 23rd to discuss the Economic Development Assessment and begin to formulate our recommendations to Phillip/City Council. I'll summarize the discussion below, and add some thoughts specific to the assessment. Christy Terry and I met the next day to tackle some of the items, and I've included a summary of that meeting and our recommendations to the Board. Worksession: - We must focus on what is unique to Seward; most communities and even the State are facing similar difficulties maintaining a prosperous economy. What sets us apart? - We are losing businesses (not entrepreneurs) and that is not sustainable. - There is a disconnect between the harbor and downtown (philosophical, locational) - Why is Homer growing? Attitude of City Manager/Harbormaster. Seward has been somewhat stif led by anti- growth sentiment. - We need private sector success stories. Those in our video footage may not be representative of 5eward's businesses. - How do we know who is struggling? How do we reach out to assist? - Is the "winter" closure of businesses a lifestyle or financial choice? - For off-season promotions, who is already doing it and does it require more energy to make it successful; regarding cost issues, does staying open year-round eat into the profitability of the summer months to the extent that the year-round business model becomes financially unsound? -What do we offer off-season to conference -goers? Which comes first, the people or the activities, and are there locals wanting to grow that off-season enterprise? - Who are we? What do we look like? What do we want to be? - Business inventory is critical for knowing what we have and focusing development efforts on what we need; also a recruiting tool as a business seeking to relocate wants to know what the competitors are and what the complementary businesses are. - Consider a "business incubator" of interested parties that mentor and support a new business with support information online. - How do we know who is here? The existing customer base with unmet demands - to encourage economic growth to meet their needs is difference then focusing on knowledge -based industry potential which doesn't necessarily have an existing customer base here. - KPEDD Study was just completed and within it, the private sector I.D.'d the City as the biggest hurdle. The perception needs to be addressed as if it is reality. - Ombudsman position needs to be able to access file and access the City Manager - needs the clout to do so. Consider a paid City position. - Should we consider revitalizing how we look - are there grants for communities that will help us create an identity? - The purpose of growth is to make more money and any efforts to prompt growth need to have that result. - We should compare our business inventory with that of Homer; what do they have that is driving people there that we don't; commercial fisheries and support services are a huge component. Meeting with Christy: 1 - Shared the market profile/business inventory from the late '80's. Christy will work on getting the City to update the inventory in addition to creating a community profile. - City will be streamlining their support to business section - incorporating more useful information and hopefully adding on-line resources. To date, City does not offer online forms and resources in order to encourage customers to come in and see them ... we discussed how critical it is that online applications are available for the savvy business developer, who will research the process in addition to the community before they make a call. - Also discussed being able to provide an online business license search, similar to the state, to allow prospective businesses to research their competitors and complements. - Discussed the lack of a protocol for business requests and would suggest building on Ron's idea of a business incubator as follows: 1. City designate the Chamber as their Econ Dev. entity. Paves way for funding and partnership similar to the 2004 Resolution which designated the Chamber as the Marketing Arm of the City. 2. Chamber put together a group of interested private business representatives as the biz. incubator. 3. Requests from new businesses or inquiries would channel through www.sewordforbusiness.com and a separate phone number at the Chamber. Chamber would partner with community development and the biz. incubator group to determine the level of support the inquiry needs (info only, one-on-one mentorship, full orientation program). 4. Within the partnership, the City would be responsible for maintaining community profile information, tax revenue, business info etc for use by the incubator group and in publications the Chamber would create for inquiries. 5. Chamber would field initial requests and be responsible for publishing the demographic and economic information. I think that wraps up both meetings. Laura Lama 000ward, 10 M Executive Director Seward Chamber of Commerce Salon 907-224-8051 J�a.,qx F "," Una 1. Promote Seward's Iditarod Importance - Advertise biking and hiking the famous trail from its starting point along Resurrection Bay (X Total miles and Y-miles paved) 2. Promote Seward's Gold Rush Importance - Entryway for gold miners headed to goldfield at Hope, Sunrise and Iditarod 3. Promote Railroad - Starting point for the first railroad in Alaska 4. Sailing - Great place to sail boat charter available 5. Promote Seward as Alaska's Mural Capital 6. Update Walking Tour & consider replacing with area's wildlife film 7. Sealife Center on Chamber site (Alaska's only Aquarium) 8. Combat Fishing Derby on National News 9. Promote Mt. Alice Trail 10. Mt. Marathon Run on National News 11. Entice and invite Sportswear Companies (North Face, Nike, etc.) to the Mount Marathon Race 12. Host Mountain and Touring Bike races (invite bike and sportswear Companies) 13. Open Historical Play (High School Students Develop) 14.Open Historic Type Saloon with Musical and Dancing Performances, Alaskan Poems Recital (Similar to Fairbanks Cripple Creek) 15. Expand Special Offseason Events (Fasching, October Fest, etc.) 16. Improved linkage with Army Recreation Camp especially during the offseason months 17. Erect informative colorful directional signs 18. Consider offering discounts for residences (some stores already offer military discounts) and maybe all Alaskans (drivers license check) 19. Consider waiving city sales tax to residents and maybe all Alaskans (drivers license check) 20. Install electronic event/advertising sign at City Shop 21. Develop email address book to inform area residents of special events, sales, etc. 22. Classic/race car show/rally 23. Power boat race/show 24. Music/Food & Craft Fairs/Festivals (Market Pavilion) 25. Sail boat regatta 26. Offer grants for special events (scaled due to event & anticipated attendance) 27. City cover insurance cost for special events 28. Establish Event Grant Program 29. Open the lagoon for canoeing, fishing (?), etc. 30. Better advertise local movie theater (upgrade to 3D) 31. Sponsor/Host Sports Tournaments 32. Mural Society paints two murals outlining map directory of harbor & downtown businesses (Top of sign should state "Seward Gateway to Alaska") One could be placed at the small City park across from the Rail cars (bike shop & Smoke Shack; other strategically located at the City's RV park) 33. Paint grizzly, moose or something else Alaskan that visitors could follow downtown 34. Market Seward as Alaska's Wedding Capital Utilize Historic Episcopal Church, Sealife Center, Pavilion, restaurants for catering, Hotel Seward and Edgewater within walking distance, rent tuxedos at Urbachs (especially during the winter) Bride & Groom delivered or ride away in dogsled 35. Construct multipurpose sport complex large enough to host state athletic events (ice hockey, basketball, etc) plus double as skating rink 36. Initiate marketing campaign to capture cruise customers flying into Anchorage early (special deals — waive rental car destination drop off fees) Subject: Implementation of Application Process for XTourism & Special Event Grant Program In order to support community activities that generate economic activity in Seward, the Tourism and Special Event Grant program is being established by the City Council. The Grant Program is being initiated to financially assist businesses and organizations that promote Seward events and generate tourism that benefit local businesses, merchants and other activities. The application process has been developed to assist applicants demonstrate their advertising and marketing plans will increase attendance at their events; thereby, making them more successful and increasing revenue streams into Seward. The application process will support the program and benefit the community by: ❑ Funding recurring events that have proven to be community supported, relied on and enjoyed ❑ Attracting special events through promotion, advertising and marketing ❑ Increasing tourism activities that will provide increased economic benefit to Seward. The application process creates accountability and provides requirements to increase advertising and marketing efforts in order to promote the events that receive funding. This in turn should have a positive economic impact on the city. The grant program is based on three levels. Each level has specific requirements distinguishing it from the others. Each applicant will choose the funding level that best suits their qualifications to meet the requirements. Event organizers are welcome to apply at any level they feel they can appropriately justify. Please see the following chart for a description of each of the levels: Level 1 - Community Enrichment The community has come to embrace certain events that occur each year. These events provide a great contribution to the arts and culture this community has come to enjoy and support. Without the support of this grant program, these events would not be able to reach the level of marketing that comes with additional funding. Applying for funding in this category would require filling out a Community Enrichment Fund Grant application. The requirements are: Type of Event Audience Required Achievable Grant participation Marketing levels Cultural arts 500 — 2000 Modest marketing $500 - $1500 events to immediate area Level 2 - Special Events Events that are applying for funding under this category would be required to develop a dynamic marketing and advertising campaign that would demonstrate an ability to attract participation at the event. Applying for funding in this category would require filling out a Request for Special Event Fund Grant application and a Special Event Program Questionnaire. The requirements are: Type of Event Audience participation Required Marketing Achievable Various 2000 — 3000 Dynamic, $1,500 - $3,000 thorough, and detailed advertisement and marketing plan that will increase tourism Level 3 - Tourism Events that are funded under this category will be required to develop a comprehensive marketing and advertising campaign that demonstrates an ability to attract participation to the event and economic benefit to Seward and the region. Events that utilize multiple talents/experiences at different venues and create packages with other local retail and service businesses, restaurants, hotels, and bed and breakfasts are considered for this category. Applying for funding in this category will require filling out a Request for Tourism Fund Grant application and a Tourism Program questionnaire. The requirements are: Type of Event Audience participation Required Marketing Achievable Grant levels Various 3000 or more Dynamic, $3,000 - $7,500 thorough, and detailed advertisement and marketing plan; comprehensive, combined efforts with multiple services that will reach multiple City's in the region The Guidelines, Applications, and Questionnaires are attached for your convenience. They are also available at the City Hall, Community Development Department or on the City's website: http://www.cityofseward.net. The City is excited about the release of this application process and will be available for any questions that you have in filling out the new application and questionnaire. Please contact Clarice Douglas @925.960.4140 or cmdouglas@ci.livermore.ca.us for assistance. Attachments: Tourism and Special Event Grant Guidelines Community Enrichment Grant Application Special Event Grant Application Special Event Program Questionnaire Tourism Grant Application Tourism Program Questionnaire FY2011-12 Tourism and Special Event Grant Guidelines Purpose: The City Council will allocate funds to provide financial support for activities associated with promoting the City of Seward events and arts and cultural events that: ❑ fulfill the community's cultural arts experience ❑ promote Seward as a destination ❑ produce an economic benefit to Seward and the region, and ❑ generate tourism. Program Guidelines: 1. An event questionnaire and application must be filled out and submitted to the Special Event Review Board (PACAB, Chamber of Commerce & Community Development Director) within the dates of the application period. 2. Preference will be given to requests for events that directly benefit businesses and other organizations and to events that provide enrichment through cultural arts as well as generate the largest attendance and encourage tourism to the area. 3. Grants cannot exceed twenty-five percent (25%) of the total event expenses. Groups must demonstrate that at least seventy-five percent (75%) of the event expenses are in place prior to submittal of the grant request. 4. Grant payments are issued after the event. Receipts for approved expenses must be submitted to the Events Coordinator in order to receive the grant payment. 5. Generally, only one Tourism and Special Event grant will be made to a sponsor per calendar year. 6. Funds will be granted only for expenses related to the event performance, including but not limited to advertising, marketing, transportation, safety and security, rental of equipment, and miscellaneous supplies. Funds will not be granted for items that will be given away or sold in connection with the event, or for salaries associated with event planning and administration or for speaker or guest honorariums. Due By - September 15, 2011 - No Later than 5:00 p.m. Application Period: July 15 - September 15, 2011 Community Enrichment Grant Application Applicant's Name Telephone Address Street City Sponsoring Non -Profit Organization State Zip Name of Event Event Date(s) Description of Event Event Location Previous event dates (if applicable) Amount Requested How will grant be used? Projected net revenue City contribution to prior events (if applicable) Estimated attendance Please indicate basis for estimate Estimated percentage of attendees from out of town Describe advertising or publicity directed at non -Seward residents How will the event benefit Seward? Additional comments ❑ Approved ❑ Denied Signature - City Representative Date Title Due By - September 15, 2011 - No Later than 5:00 p.m. Application Period: July 15 - September 15, 2011 Special Event Grant Application Applicant's Name Telephone Address Street City State Zip Sponsoring Non -Profit Organization Sponsoring Non -Profit Organization Name of Event Description of Event Event Location Description of Event Event Location Previous event dates (if applicable) Event Date(s) Amount Requested Projected net revenue How will grant be used? City contribution to prior events (if applicable) Estimated attendance Please indicate basis for estimate Estimated percentage of attendees from out of town Go to Special Event Program Questionnaire ❑ Approved ❑ Denied Signature - City Representative Date Title Special Event Program Questionnaire Events must demonstrate an appropriate level of advertising and marketing. Audience participation of 2000 — 3000 is required for funding in this category. Grant levels $1,500 - $3,000. Please describe, in detail, the event for which your organization is requesting a grant. How will the event benefit Seward? Please describe the marketing/advertising support that will be used for this event. Provide a budget for the marketing/advertising campaign. Following are the marketing and advertising programs that are eligible for support through this program: ❑ Graphic artist/design ❑ Permission based email campaigns ❑ Flyer production/distribution ❑ Website marketing that increases ❑ Print advertising (Newspaper/mag) traffic or potential visitors ❑ Radio advertising ❑ Website enhancements that are likely ❑ Television advertising to increase tourism ❑ Direct Mail What media/marketing vehicle will be the basis of your campaign and why do you feel this is the best vehicle to promote your event? Which demographic/lifestyle segments would this marketing campaign be directed toward? (e.g., entertainment preferences, consumer habits, household income, age) Please indicate, if applicable, where you have marketed this event in the past and how and when this was done. What tracking mechanism will your campaign include to ID how the customer heard about the event? What are the projected attendance totals for this event? What are you basing this projection on? What mechanism do you use to track attendance? What geographic areas will this event attract? Due By - September 15, 2011 - No Later than 5:00 p.m. Application Period: July 15 - September 15, 2011 Tourism Grant Application Applicant's Name Telephone Address Street City State Zip Sponsoring Non -Profit Organization Sponsoring Non -Profit Organization Name of Event Description of Event Event Location Description of Event Event Location Previous event dates (if applicable) Amount Requested How will grant be used? Event Date(s) Projected net revenue City contribution to prior events (if applicable) Estimated attendance Please indicate basis for estimate Estimated percentage of attendees from out of town Go to Tourism Program Questionnaire ❑ Approved ❑ Denied Signature - City Representative Date Title Tourism Program Questionnaire Events utilizing multiple talents/experiences at different venues and create packages with businesses, restaurants, hotels and bed & breakfasts, are considered for this category. Audience participation of 3000 or more is required for funding in this category. Grant levels $3,000 - $7,500. Please describe, in detail, the event for which your organization is requesting a grant. How will the event benefit Seward? Please describe the marketing/advertising support that will be used for this event. Provide a budget for the marketing/advertising campaign. Following are the marketing and advertising programs that are eligible for support through this program: ❑ Graphic artist/design ❑ Permission based email campaigns ❑ Flyer production/distribution ❑ Website marketing that increases ❑ Print advertising (Newspaper/mag) traffic of potential visitors ❑ Radio advertising ❑ Website enhancements that are likely ❑ Television advertising to increase tourism ❑ Direct Mail What media/marketing vehicle will be the basis of your campaign and why do you feel this is the best vehicle to promote your event? Which demographic/lifestyle segments would this marketing campaign be directed toward? (e.g., entertainment preferences, consumer habits, household income, age) Please indicate, if applicable, where you have marketed this event in the past and how and when this was done. What tracking mechanism will your campaign include to ID how the tourist/visitor/customer heard about the event? Are you planning to package this event with other tourism products? If so, with who are planning to partner? Describe in detail (e.g., combining efforts w/hotels, wineries, restaurants, etc.). How will your event attract or enhance tourist stays, both overnight and day trip tourists? What are the projected attendance totals for this event? What are you basing this projection on? What mechanism do you use to track attendance? What geographic areas will this event attract? Why? City of Seward Special Event Permit Application Process* DRAFT z Yes Application Complete? Yes No Are Location No and Dates OK? Yes Application Review: Staff reviewing applications include: Risk Management (always) Fire Department (always) Police (always) Parks and Recreation (as needed) Harbor (as needed) Electric (as needed) Clerk's Office (as needed) Public Works (as needed) Key Applicant City ❑ No Applicant Advised Additional Yes Information required? No Completed Special Events Application Insurance Required? No I Yes Permit Approved: Department Head issues Permit, cony to parties and files Yes The applicant is asked to provide addi- tional informa- tion Yes No No a°F Se 'QCAS�P No City Manager reviews request and staff obtain quote for cost City Manager recommends: `Please review the City of Seward `How to File a Special Event Permit /FAQ' document for a full explanation and complete list of needed requirements. This flow chart is provided solely as an additional aide to help illustrate the process. City of Seward, Alaska May 5, 2010 CALL TO ORDER Port and Commerce Advisory Board Minutes Volume 3, Page The regular May 5, 2010 meeting of the Seward Port and Commerce Advisory Board was called to order at 1:10 p.m. by Chair Long. PLEDGE OF ALLEGIANCE TO THE FLAG led by Deborah Altermatt ROLL CALL There were present: Chair Ron Long presiding, and Board Members Dan Oliver Darryl Schaefermeyer Paul Tougas comprising a full Board Excused: Absent: Also were present: Rob Buck Theresa Butts Deborah Altermatt Jim Lewis, Deputy Harbormaster Christy Terry, Community Development Suzi Towsley, PACAB Liaison Public: Phillip Oates, City Manager SPECIAL, ORDERS, PRESENTATIONS, AND REPORTS -None Administrative Report — Jim Lewis, Deputy Harbormaster • Review of meeting with Coastal Villages Fund Group in April. It was an encouraging visit. • Following the April 19 impounded vessel sale, 2 of the four vessels that did not sell had been destroyed and 2 had been allocated for Seward Fire Department for training. • The Harbormaster is on a research vessel in Antarctica until June 16. • The Governors budget requests were reviewed. Community Development- Director Christy Terry • Community Development had completed its move into City Hall. The new bus contract had been awarded to First student and those vehicles would be doing the loop through town starting the 3rd week of May. There were no Citizens Comments City of Seward, Alaska May 5, 2010 Volume, Page Motion (Schaefermeyer/Butts) Passed via unanimous consent UNFINISHED BUSINESS Motion (Tougas/Buck) Discussion Amendment (Altermatt/Butts) Discussion Amendment passed unanimously Main motion passed unanimously, as amended NEW BUSINESS Motion (Buck/Butts) General Discussion Unanimous consent Port and Commerce Advisory Board Minutes Approval of agenda and consent agenda; Setting a joint work session with Planning and Zoning Commission for May 11, 2010 at 6:30 pm in the Fire Station to discuss Plans for development of the South Harbor Uplands, and replacing the May 19, 2010 PACAB work session with the May 11, 2010 work session. Keep the scheduled May 19 PACAB work session in addition to the May 11 session with the Topic on May 19 of "Revisions to Title 7. Adopt Resolution 2010-03, Recommending PACAB Priorities for 2010 for Council Approval was approved, as amended. " Review • 4HC PolieiE'S. (10) Continue recommendations to the Harbor North East Upland Development plan. City of Seward, Alaska May 5, 2010 Volume, Page Port and Commerce Advisory Board Minutes General Discussion and Comments on the establishment of Seward as a U.S. Customs port of entry and status as a foreign trade zone. PACAB recommended that Director Terry continue researching the application process for this designation in Seward. Motion (SchaefermeyerBuck) General Discussion Resolution passed unanimously CITIZEN COMMENTS — Approving Resolution 2010-04, Recommending PACAB Revisions to Seward City Code Title 7, Harbor Code BOARD AND ADMINISTRATION RESPONSE TO CITIZENS' COMMENTS - ADJOURNMENT The meeting was adjourned at 1:59 Suzanne Towsley Executive Liaison (City Seal) Ron Long Chair cylixa Caigxg is a trade deve lcprr:erat fro arra of Gf ..-71d Trade Center .Alm k. Die ploy a m is deli d to assis t _ kwk az; to idenfill? arad_,.�ursue business in China China Expands Participations in Alaska's Mining Industry Agrees to buy 50% of Gold Output from Kensington Mine 28 June 2010 Dear WTCAK Members and Friends of the Center: Last Monday, we wrote to tell you about China's decision to allow its currency, the Yuan, to float against a basket of currencies, ending it's peg to the U.S. dollar that it instituted in 2008 as a response to the global economic crisis. Today, we want to make note of China's growing interest in Alaska's natural resource development projects, in this case, its expanding participation in Alaska's mining industry. On 22 June, Coeur d'Alene Mines Corporation of Idaho, and it's Alaskan subsidiary Coeur Alaska, Inc, announced a landmark agreement for a Chinese company to purchase and process gold concentrates produced at the new Kensington Mine, operated by Coeur Alaska Inc, and located outside of Juneau. China National Gold Group Corporation has agreed to purchase approximately half of the gold concentrates to be produced at Kensington. The mine, once fully operational, is expected to average about 125,000 ounces of gold production each year. According to Coeur, the agreement is the first of its kind between a state-owned enterprise of the People's Republic of China and a U.S. precious metal mine. Dennis Wheeler, Chairman, President, and Chief Executive Officer of Coeur, stated, "We are delighted to enter into this major relationship with China National Gold. This represents a groundbreaking level of business relations between the two companies as this new, major gold mine begins the initial stage of its long production life." China National Gold, a state-owned enterprise, headquartered in Beijing, is China's largest gold producer and operates nearly 60 mines throughout China. In addition to operating mines, the company also owns and operates a number of smelters and refineries. This is the second example of China's growing involvement is Alaska's mining industry within the past 12 months. In July last year, Vancouver -based Teck Resources Limited, the operator of the Red Dog Mine on northwest Alaska outside of Kotzebue, announced that it had sold a 17.5% interest in their company to China Investment Corporation (CIC), China's sovereign wealth fund, for $1.5 billion. The transaction was described as a long-term, passive, portfolio investment for CIC. Teck President and Chief Executive Officer Don Lindsay said, "This transaction will have an immediate and very positive effect on Teck's balance sheet and represents an attractive opportunity for Teck to establish a relationship with a major Chinese financial investor, with a deep understanding of China, the world's largest consumer of our principal products." The Red Dog Mine is one of the world's largest zinc producers. China is the world largest consumer of zinc, account for nearly 35% of global zinc consumption. World Trade Center Alaska (WTCAK) has made China one our central focus areas. China is currently Alaska's second largest, and fastest growing, trading partner. In 2009, exports from Alaska to the Middle Kingdom totaled $586 million. Seafood is the major export, followed by minerals and forest products. During the past five years, WTCAK has led two trade missions to China and we provide information and hand -on trade assistance for companies interested in expanding or initiating business in China. To find out more about the Center's China -related programs, please do not hesitate to contact us by phone on 278-7233 or by email: info@wtcak.org You can also visit to our website: www.wtcak.ora Best Regards, Greg Wolf Executive Director PACAB MONTHLY BUDGET REVIEW 2010 Budget to date w/expenditure Advertising $ 250.00 $ 250.00 Subscription & Dues -$850.00 $ 750.00 $ (140.00) Travel & Subsistence -$729.00 $ 450.00 $ (440.00) Education & Training -$250.00 $ 400.00 $ 150.00 Insurance $ 400.00 $ 400.00 Supplies $ 990.00 $ 990.00 Postage & Fees $ 210.00 $ 210.00 Misc $ - Totals $ 3,450.00 $1,420.00 Expenditures per month 2010 Jan-10 $40.00 Feb-10 $161.00 Apr-10 $850.00 Description WTC Luncheon WTC travel remibursement WTC membership Jun-10 $979.00 Business of Green Energy Conference ��, SBDCALASKA ALASKA SMALL BUSINESS DEVELOPMENT CENTER ALASKA SMALL BUSINESS DEVELOPMENT CENTER JULY 2010 WORKSHOPS IN SEWARD *First Lake Facility — 809 2"d Avenue — 2"d Floor Conference Room July 19 -TWO SBA Workshops: Hub Zone & 8(a) Programs" -FREE Sam Dickey, Deputy District Director of the U.S. SBA Anchorage will be hosting TWO SBA workshops on Monday - July 19 in the First Lake Facility at 809 2nd Avenue - 2nd Floor Conference Room. Registration is required for EACH workshop: http://aksbdc.ecenterdirect.comMelcome.action The HUBZone program provides access to federal contracting opportunities for small businesses. Sam Dickey will explain the background of the Hub Zone program — the history, qualifications, the application process and its benefits to YOUR business. Pre- registration is required for this one hour seminar is from 1:00 to 2:00 p.m. Then from 2 to 4 p.m., Sam Dickey will introduce clients to the SBA 8(a) Business Development Program and walk you through the certification process. This program is a systematic approach to federal market access and growth to businesses owned and controlled by individuals who are (or are in locations that are) considered socially and economically disadvantaged. Separate registration required. Contact Bunny for questions at inblk(@uaa.alaska.edu or 260-5629 The SBDC is funded in part through a Cooperative Agreement with the U.S. Small Business Administration. l u I 2010 July 2010 Augusr 2010 5'M.'1iV T E 5 S MT W T F S 1 2 3 1 2 3 45 6 7 4 5, 6.7 "8 910 81910 1112 1344 '., 11 12 13 14 IS, 16.17 15 16 17 18 19 20 21' 18 19 20 21 22.23 24 22 23'24 25 26 27 28 25 26 27 28 29, 30 31 29 30 31 Monday Wa nesday Thursday' Frida x , -2- July 4th Holiday Offices Clos • ,6,,30pt11`P&Z Meeting PACAB Meeting ,)'1a Quit 1S 7:Wpf4.City Council Meeting ,,eq fi:P-" ✓ .l 3 19 z - :'. \�- '1i •' r• ��. .1 ,. x rL?xF Work Sessions ,1ri1?PACAB Work Social Security x8,3tipn'i"P&Z Session Rep 6zppHistoric Preservation Meeting ,,,706pm City Council Meeting Nand Richey 1 i/L/LVIU j..L August 20 � � August, 2010 September 2010 S T„W, T FS S M T W T F S' 1 2 3'4 5 6--7- - 1 '2 3 4' 8 9 10 1112 13 14 5 6 7 8 "9 10 11i 16 17 18 19 20 21 12 13.14 15 16 17 18` 22 23 24 25 26 27 28 19 202122 23 24,25 293031' 2627282930 Monday Tuesday Wednesday Thursday Friday Au ' ust 2 3 4 5 7:30pm P&Z Meeting 9 10 11 12 1 7:00'prn City Council 1i:30am Meeting 16 17 18 19 2 6:30pm+P&Z Work Session 12:00pm PACAB Work 9:00am Social Security Session Rep 6:30pmHistoric Preservation Meeting 23 24 25 26 2 7:00pm City Council Primary Election Meeting 30-------------------- 31.. 10 �a a ,. NanCl Klcney [ 1/c1cuiu ).ii rm