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030619 PACAB Packet
City of Seward Port and Commerce Advisory Regular Board Meeting March 6, 2019 SEWARD PORT AND COMMERCE ADVISORY BOARD w March 6, 2019 1:00 PM Council Chambers REGULAR MEETING Christy Terry 1. CALL TO ORDER Chair Term Expires 0712019 2. PLEDGE OF ALLEGIANCE Bruce Jaffa Vice Chair 3. ROLL CALL Term Expires 0712021 Carl Hughes 4. Citizens' comments on any subject except those items Board Member scheduled for public hearing. [Those who have signed in Term Expires 0712020 will be given the first opportunity to spear Time is limited to 2 minutes per speaker and 30 minutes total time for this Colby Lawrence agenda item.] Board Member Term Expires 07/2019 5. Approval of agenda and consent agenda [Approval of Laura Schneider Consent Agenda passes all routine items indicated by Board Member asterisk (*). Consent Agenda items are not considered Term Expires 0712020 separately unless a Board Member so requests. In the Lynda Paquette event of such a request, the item is returned to the Regular Board Member Agenda.] Term Expires 0712021 6. SPECIAL ORDERS, PRESENTATIONS AND Erin Lemas REPORTS Board Member Term Expires 0712021 A. AKRR -Christy Terry Jeff Bridges B. Chamber Report - Cindy Clock Interim City Manager C. Harbormaster Report — Norm Regis D. Administration — Brennan Hickok Brennan Hickok Assistant City Manager Norm Regis Harbor Master GeNeil Flaherty Executive Liaison City of Seward, Alaska PACAB Agenda March 6, 2019 Page I 7. UNFINISHED BUSINESS — A. Approve December 19, 2018 and January 2, 2019 Minutes. S. NEW BUSINESS A. Approve February 6, 2019 Minutes. B. Resolution 2019-003, urging the North Pacific Fisheries Management Council to implement further reductions in Halibut and Chinook Salmon Bycatch in the Gulf of Alaska Groundfish Trawl Fisheries. C. Discuss taking action regarding concerns with the current improvement plan with the Seward Airport. Documents can be found at: http://dot.alaska. og v/creg/sewardaimort/documents.shtml D. Discuss support for Air to Air Heat Pumps in the Community. E. Discuss development of a Community Action Plan. F. Discuss options regarding telephonic attendance for meetings and any applicable updates from Council Rules of Procedures as approved by Council on February 25, 2019 during their regular meeting. G. Set March Work Session- Joint with Council re: Heat Loop Project; or other Alternative Energy Topic or other topic with just the Board. H. Update from Administration regarding USCG Fast Response Cutter infrastructure allocation and development plans. 9. INFORMATIONAL ITEMS AND REPORTS A. PACAB Goals 2019 calendar B. Resolution 2019-01 PACAB Priority Resolution 11101031117.1:TIX4163U 1 FWW 11. CITIZEN COMMENTS [5minutes per individual — Each individual has one opportunity to speak] 12. BOARD AND ADMINISTRATIVE RESPONSE TO CITIZEN'S COMMENTS 13. ADJOURNMENT City of Seward, Alaska PACAB Agenda March 6, 2019 Page 2 ALASKA RAILROAD March 6, 2019 Port and Commerce Advisory Board Port of Seward City of Seward TEL 907.265.2209 Report to the Port and Commerce Advisory Board February 2019 Vessel Traffic - 10 large vessels including Fuel and Freight Barges (including first of two SeaTac/SBS barges), Aurora (AK ferry) and long term dockings for maintenance and repairs Events at the Cruise Ship Terminal - City of Seward Archery Sessions Wednesday nights from 6-9PM-ongoing ® Marathon Wrestling practices M-TH (does not interfere with the above) -ongoing a Seward Safety Ball February 23, 2018 — great job and successful event ■ Marathon Wrestling Tournament March 1 and 2, 2018 Other Items - Public Notice is currently being advertised for Catalyst Marine long term lease at the Seward Terminal Reserve. Comments must be submitted on or before March 28th prior to ARRC Board consideration. More information is available from the Leasing Manager 907-265-2325. Advertising for summer ARRC positions up and down the rail on State of Alaska .lob Seekers Website. ChristyTerry, CPE Seward Port Manager terrvcQakrr.com 907.265.2209 office 1907.422.7071 mobile mailing: PO Box 95, Seward, AK 996640095 physical: 913 Port Avenue, Seward, Alaska web: www.AlaskaRailroad.com RAILROAD P1 Report to PACAB MARCH b, 2019 Seward Chamber of Commerce, CVB, Cindy Clock New Chamber members since last report: Alaska Fisherman Seafood Direct, Salted Roots Alaska, Gondwana Eco Tours LLC = 392 members or, Jen Leahy presented at the Visit Anchorage Front Line FAM event held at the Alaska Wildlife Conservation Center on February 12"' "15 Seward Day Trips". Jonah Swiderski also went to talk about Seward City Tours and from all reports — they both rocked their presentations! Marathon Miners Wrestling Tournament was this past weekend at the cruise ship terminal. SHS will host the 2019 South Central Conference Region III Boys and Girls Basketball Tournament from Thursday, March 7th through Saturday, March 9th. There will be 14 visiting teams and their fans descending on Seward from Homer, Nikiski, Kenai, Houston, Wasilla, and Anchorage. We are expecting 600-900 additional people in town shopping, staying at our local hotels and eating at our local restaurants. Visit Anchorage is bringing a Chinese FAM tour to Seward on March 23rd. After the group of 13 spends the day on a Gray Whale Watch tour, the Seward Chamber will host dinner for them at the Highliner Restaurant. Alysse has a banquet room that will be perfect for this occasion. ,P' Winter Weekends — March 15-17, to coincide with St. Patrick's Day (Get Lucky In Seward!) April 13-14, the weekend prior to Easter (Hop on down to Seward!) Chamber Lunches in March (still Fridays) March 8d' Joe Tougas, Catalyst Marine Engineering and on March 22 Jessica Szelag with Kenai Mountain Turnagain Arm National Heritage Area. � Seward Business Network morning meetings will continue on the first and third Thursdays of March and April. The group would like to continue to meet during the summer — evening cook -outs were mentioned as a fun way to stay connected. ,r -At the last SBN mtg reps from the ASLC attended and confirmed that the first ever Seward Seabird Festival will happen on June 22"d. Coincidentally (?) The American Ornithological Society (137th Stated Meeting) has their conference in Anchorage on June 24, 2019 - June 28 with scheduled trips to Seward. Alaska Chamber Health Care Plan (presentation attached) Albert Fogle will be bringing the presentation to Seward later this spring. ,0- With potential budget issues on the horizon for our community, the Seward Chamber Board of Directors respectfully requests that PACAB continues to endorse us as the marketing arm of the City, receiving 2% of the bed tax (paid by our visitors and collected by the City). Thank you! P2 P3 c 'kr,_ Q3 P3 c i Lo Q3 f„7 cu f� et P3 00"Ol OW P4 U cVq�q� co .9 c 0 CL 0 A� W 1 E cn a) n co a) ca 0 v � L U CD asa) CU L ` C) + p®— 0) LN P4 U cVq�q� co .9 c 0 CL 0 A� W 1 1 �gKtiF4arr_a[oi d i C6 C6 O .0 cu .7o V n CD co O _O E L cu fEf^ Vn tQ N O cu O.. 0 �I 0 co (U .cn s�. 0 2 4 AlV Y t 0 0 OL 0 U _® ca 0 L Lo CL � L 40- 0 0 Z to cu .2 ? 6-0cu O U W. f L E a) i�t 10_01 P7 W CL e� Cl) _0 4_8 R3 CD w cu a) E Cl - 06 a CD E� i� i P8 CL 0 E co 0 0 0 co o LO � -a � N E w D U U m 0 m P8 CL 0 E co 0 0 o LO � o � N CL { D {1% : i m 0 0 0 0 0 0 0 P8 CL 0 E co 0 0 L o T- o � N CL { D : i m 0 6 a m � A�mj A J C] .CO) IN - i7 P9 ♦il t i •� �® 4J r /�y� v J � � m Y cc `a F O v a © 6 " 10 cu �d E c W c c 0 ./0 4V 0 h 0 E w 0 O a N SO Mn u CL E 0 ® ® ® 6 ® O NO to to m co Y L� Q O U N H lg� C> m O O O m ►r O to O Q O E 0 ca C O C m 0 O cuc 0 cu Pil Q� 2 CL O ca 0 Q% Q w S 'CD � •vI fm i Co co i w i 0 i v j a) 0 P12 W, V. 0 E cu cn U O J cu M E 0 cn cu q R 6� c ® � E� Q :EI f U m _ L �q W W a) E cc ? N cc E ® ® O U E Oil P13 U) 0 P14 W 1. I conducted construction meetings with Hamilton Construction and R&M for the Breakwater project on 2-7-2019, 2-14-2019 and 2-21-2019. 2. R&M will be traveling to Seward for a final inspection. 3. The 330 ton will require a two-day shut down when we pave the front of the lift pit. 4. The new fisherman float is in place, electrical and water are complete. 5. The harbor has 4 sites that will supply year-round water, the end of F -float, the beginning of Z -float, the T -dock and on the upland trestle of F -float for local citizens. (We have installed signs for traveling vessels) 6. I conducted a construction meeting with PND and Hamilton Construction on 2-5-2019 and 2-19-2019 the concrete planks are showing up and will continuing to be formed and made at Anchorage Sand and Gravel for South Harbor Launch Ramp 7. The South Harbor Launch Ramp is closed for the construction phase; the completion date is May 2019. 8. The V vessel to moor on the new fisherman's float is the Endeavor. New revenue for SMIC has begun. 9. The Harbormaster traveled to Juneau for the Legislative session and also met with the U.S. Coast Guard on preparing Seward for the new FRC vessels. 10. The Harbor is fully staffed. 11. The harbor had both the 50 ton and the 330 -ton travelifts inspected by Kendrick Equipment, no safety issues were noted, this is due to the thorough maintenance program conducted by the harbor crew. P15 r A16e Alaska Airports and Aviation 2018 Annual Report rJ' .},�A .. .4*�� i �r •Nwi*_irt�����Q �� _.�R .Y ... _ �.tirf i /.!Y ' ��....a.����w�+s►iri4M�.'SA+-F1c .ti .+a=r �.w.. _•' �.'r. r rs - 2018 Alaska Airports &Aviation Annual Report Message from: John Binder, Deputy Commissioner I am pleased to present the 2018 Alaska Airports and Aviation Annual Report, a compilation of highlights and accomplishments from the past year. Alaska's Aviation System is the largest system in North America with the State of Alaska owning and operating 239 airports that include 237 rural airports and the two international airports at Fairbanks and Anchorage. Aviation is a critical component of the State's economy and the vitality of Alaska's communities, supporting local businesses and employing Alaskans in year-round operations. The economic contribution of the aviation industry to our state is huge: + $3.8 Billion to the state economy annually + 35,000 jobs across Alaska The Alaska International Airport System, consisting of Fairbanks International Airport and Ted Stevens Anchorage International Airport, is the state's largest enterprise fund and operates independent of the State's general fund sources of revenues. Growth in airport budgets required to support growth in P17 intrastate, interstate, and international air traffic commerce is funded by the users of the airport facilities, not the State's general fund. The airports saw growth in CY2018 relative to CY2017, up about 5.0%, as measured in aircraft certified maximum gross takeoff weight, with passenger enplanements up 2.7% and cargo tonnage up nearly 2.2%. The Division of Statewide Aviation (SWA) is responsible for developing policies, procedures, and programs to plan, develop, improve, and manage the safety, security and operations of DOT&PF's rural airport system. Managing the department's 237 rural airports demands consistency and standardization. The State's fiscal situation continues to be a primary discussion across our airport system. Rural airports are not staffed 24/7 and some airport crews have dual roles and also maintain village roads. A significant engagement effort continues with aviation stakeholder groups on common sense cost recovery options whereby the users of the aviation system contribute to the operation of the system via rate and fee mechanisms. DOT&PF receives federal Airport Improvement Program (AIP) funding for airport projects. In 2018 the department received $188.8 million in AIP funds - $130.8 million for rural airport projects and $58 million for the international airports. In general, All' funds can be used for airfield capital improvements, repairs, or planning. Federal AIP grants cover 93.75% of the eligible costs for most airports except for Anchorage International Airport projects, which are eligible for 87.7% federal AIP funding. The funding match for the rural airport systems comes from the general fund. Match funding for the International Airport System is provided through the International Airport Revenue Fund, rather than state general funds. Major airport projects completed in 2018 are listed in this report. For the 4th year in a row, the department received national recognition from the National Association of State Aviation Officials (NASAO). The 2018 NASAO Most Innovative State Program award was presented to DOT&PF for an airfield lighting systems safety video titled "The Monster Below". Dennis Deering, airfield electrician at ANC, made the video to provide airfield workers a better understanding of the airfield electrical system, potential dangers of the system and how to avoid the. The video has been incorporated into airport training programs across the nation and will significantly contribute to the working knowledge of airfield lighting series circuit and to the safety of those that work around them. Across the state there are many talented and creative employees developing and implementing great ideas that yield numerous benefits for DOT&PF and our customers. Good partnerships within the industry are essential to the success of our aviation system. The Department will remain actively engaged with aviation stakeholders and the public and I welcome your ideas and suggestions on how the department can better achieve sustainable solutions and improvements. I look forward to another year of progress focused on sustaining our current service levels, while also seeking methods and practices to improve both efficiency and effectiveness across the Alaska aviation system. Fly Safely! John Binder III, A.A.E. Deputy Commissioner - Aviation (Cover photo of Kotzebue Airport courtesy of Rebecca Douglas, DOT&PF) P18 L -R Troy LaRue, Statewide Aviation Division Operations Manager, Dennis Deering, Anchorage Airport Electrician, and Deputy Commissioner John Binder receiving the Most Innovative State Program Award at the 2018 111AS40 Conference. The Cold Bay Airport crew was recognized by DOT&PF with a 'Team Achievement Awardy for their efforts documenting the Cold Bay King Cove Road route and for assisting with an aircraft rescue. (L -R) Hap Kremer, Russell Ruta, David Lyons, and Poul Schaack. 2095 Alaska Airports & Aviation Annual Report Ted Stevens Anchorage International Airport (ANC,1 The Ted Stevens Anchorage International Airport is Alaska's largest airport and an economic engine for Anchorage, and Alaska. ANC contributed $1.84 billion in economic benefit in 2017, and was responsible for more than 22,000 jobs. At the center of the air cargo world, ANC ranks fifth globally for cargo throughput, and second in North America. In 2018 more than 2.7 million metric tons of cargo flowed through ANC, a 2.52% increase over the previous year. Growth was spurred by the addition of Chinese Air Cargo Integrator, SF Airlines; the realization of connecting Asian and Latin America markets through ANC; Western Global Airlines beginning scheduled service; and the growth in ecommerce. A record 5.6 million passengers flew in and out of ANC in 2018, equating to an additional 85,000 passengers visiting the state and injecting millions of additional dollars into the Alaskan economy. Passenger growth is expected to continue into 2019 with addition of new air carrier Allegiant Airlines and direct service from Bellingham, WA; new direct service from Las Vegas; air carriers adding additional flights and increasing aircraft size/capacity. Alaska Airlines completed the construction of the $50 - million "state-of-the-art" hangar. The 100,000 square foot facility houses two of the air carrier's newest and largest aircraft. ANC issued a 35 year lease to ROTAK Helicopter Services. ROTAK is a new ANC tenant operating out of the Kulis Business Park. They broke ground on a $2.6 million hangar in July. Two additional hangars were erected at Lake Hood this summer, an investment totaling $1.9 million. ANC concessions program ranked #2 in the U.S. in sales per enplaned passenger generating $90,000,000 in gross sales annually. Four new concessionaires opened their doors in 2018: Jazzy Popcorn, Kuhl Clothing, Jet Sunglasses, and Cream. In 2018 ANC received a good response in the request for Expression of Interest for a public private partnership to build a Quick Cargo Facility (QCF). A QCF will provide cargo carriers and ground handlers with the infrastructure necessary to facilitate efficient cargo storage and transfer. The airport is strategically monitoring other capital investments at airports across the United States for the well-timed letting of Request for Proposals. ANC - Busy Airport #More than 5.6 million passengers transit the airport Air Canada, Condor, Iceland Air, and various charters annually. remain Alaska's summer connection to Europe and 4 Lake Hood is the world's largest and busiest Asia. ANC continues to market the benefits to foreign seaplane base. passenger air carriers, and remains optimistic that scheduled service to Harbin, China will begin in 20119. IANC is ranked #1 in North America for on-time pe ormance in the smaf>-airport category. In 2018, ANC completed more than $52 -million in capital improvements: phase I of the north -south runway rehabilitation, taxiway safety improvements to meet the requirements of larger aircraft serving ANC, apron reconstruction at the B•terminal, and reconstruction of the ANC -Lake Hood taxiway connection. 2019 will see the completion of the $71 - million north -south runway rehabilitation project, and reconstruction of the primary taxiway south of the east -west runways. +Ranked #5 in the World for cargo throughput Key Contacts: Jim Szczesniak, Airport Manager Jim.Szczesniak@alaska.gov Trudy Wassel, Assistant Airport Manager Trudy.Wassel@alaska.gov P19 Rehabilitation of Runway 15/33 began in 2018 and will be completed in 2019 A full-scale emergency training exercise was conducted at the Ted Stevens Anchorage International Airport. More than 100 community volunteers turned out to play the role of crash survivor or victim. Hasi comp►erea consrructron of tree ,%.SUM state -of New ANC tenant ROTAK broke ground in 2018 -the-art hangar at ANC P2 0 2018 Alaska ,airports & Aviation Annual Report M.e. KOPMERN REGION rte.« �.. Ys. • .... �� ..air �.. •- ••_ ... .r •,.... _ ^.E �....�. .. �� C• 1.;~•-4NIJtAl RaL(ilUi` '".e'"3• � .. PUBLIC AIRPORT'S IN ALASKA i .9I iq:5t11 PAI""NYta iRShVaIR151R1v if 4VbPi Nf.K t+1[ [LIf11 S UM115I[A1H (\IiXA157R1N i1R715t �[\I"Rt711ti TR 5v5P{NIiAR[i\l7Yli.R 5P111[ 1l5f i1RMA1RL\'\IA"f1[lir In C.y4 Wm a1p17bf Vs iR PARf 111 Ai It IR+hu[A. %IRA I I M It U 1W.M. "Y IDMINMIR"If[1V L.1 f Lk AAM AVI5111141iM11\k4iRti111A C Id'ai&5i[t � ARgwfl>+11dPIS r i Iknwioex {.n.•..Ai.:,{!; 1{I1[.an i Aep M 1011- [w.In d{I R,W lyars trn} R.wnn I Rwh.4 W W% Ry1.r 0M *6A I i 1 ...- a tet:•"' � _ .S, ,.,e... ......! �� i • •ion, .:y :x, � � Map available online Alaska Aviation System Alaska has the largest aviation system in North America. There are more than 700 airports in the state with 239 owned and operated by the State of Alaska (includes international airports). Airports provide the primary access for 82% of Alaskan communities located off of the contiguous road system. DOT PF's Division of Statewide Aviation (SWA) is responsible for developing policies, procedures, and programs to plan, develop, improve, and manage the safety, security and operations of DOT PF's rural airport system. The 237 rural airports are comprised of 172 gravel and 46 paved airports; 18 seaplane bases; and 1 heliport located on Diomede Island. Key contacts for SWA can be found online at http://dot.alaska.gov/stwdav/ staff.shtml P21 V KOPMERN REGION rte.« �.. Ys. • .... �� ..air �.. •- ••_ ... .r •,.... _ ^.E �....�. .. �� C• 1.;~•-4NIJtAl RaL(ilUi` '".e'"3• � .. PUBLIC AIRPORT'S IN ALASKA i .9I iq:5t11 PAI""NYta iRShVaIR151R1v if 4VbPi Nf.K t+1[ [LIf11 S UM115I[A1H (\IiXA157R1N i1R715t �[\I"Rt711ti TR 5v5P{NIiAR[i\l7Yli.R 5P111[ 1l5f i1RMA1RL\'\IA"f1[lir In C.y4 Wm a1p17bf Vs iR PARf 111 Ai It IR+hu[A. %IRA I I M It U 1W.M. "Y IDMINMIR"If[1V L.1 f Lk AAM AVI5111141iM11\k4iRti111A C Id'ai&5i[t � ARgwfl>+11dPIS r i Iknwioex {.n.•..Ai.:,{!; 1{I1[.an i Aep M 1011- [w.In d{I R,W lyars trn} R.wnn I Rwh.4 W W% Ry1.r 0M *6A I i 1 ...- a tet:•"' � _ .S, ,.,e... ......! �� i • •ion, .:y :x, � � Map available online Alaska Aviation System Alaska has the largest aviation system in North America. There are more than 700 airports in the state with 239 owned and operated by the State of Alaska (includes international airports). Airports provide the primary access for 82% of Alaskan communities located off of the contiguous road system. DOT PF's Division of Statewide Aviation (SWA) is responsible for developing policies, procedures, and programs to plan, develop, improve, and manage the safety, security and operations of DOT PF's rural airport system. The 237 rural airports are comprised of 172 gravel and 46 paved airports; 18 seaplane bases; and 1 heliport located on Diomede Island. Key contacts for SWA can be found online at http://dot.alaska.gov/stwdav/ staff.shtml P21 Fly -ins, Tradeshows and Conferences DOT&PVs Airport Managers and employees can be found throughout the year participating in numerous events such as tradeshows, conferences, and fly -ins. Supporting aviation organizations and events provides better customer service and keeps the general public informed on airport projects, aviation policy issues, surveys, contacts, business opportunities, and more. Check out the department's statewide aviation website for more info., www.dot.alaska.goy/airport-portal.shtmi. You can also sign up on the website to receive notifications, news alerts, and press releases. More than 800 job seekers attended the annual Anchorage Airport Job Fair. Airport companies such as Alaska Airlines, FedEx, Northern Air Cargo, UPS and Anchorage Airport Police and Fire participated for a total of 24 businesses looking to hire 500 employees. The Mat -Su and Anchorage Transportation Fairs are held annually and provide a great venue to showcase transportation projects and meet with planners. Families enjoy them too! The Talkeetna Airport full of aircraft participating in the annual May Fly -In. Photo by Kain McAfee/Alaskafoto.com P22 2018 Alaska Airports &Aviation Annual Report Alaska International Airport System AIAS] Business Report CY2018 AIAS is the state's largest enterprise fund and operates primarily independent of the State's general fund sources of revenues. Although cognizant of the challenges facing Alaska with respect to current state government general fund budget issues, growth in airport budgets required to support growth in intrastate, interstate, and international air traffic commerce is funded by the users of airport facilities, not the State's general fund, and contributes to the overall state economy independently of contributions made by the state economy's energy sector. RIAS is, by statute, the common financial structure supporting Ted Stevens Anchorage International and Fairbanks International Airports; it has grown over the years to describe the shared business and operating model for the two airports. Each airport acts as a primary alternate for the other and is advantaged by shared resources. Best practices are promulgated between the airports and shared strategic projects have focused the two airports on a common vision. The airports saw growth in CY2018 relative to CY2017, up about 5.0%, as measured in aircraft certified maximum gross takeoff weight, with passenger enplanements up 2.7% and cargo tonnage up nearly 2.2%. Compared to the airports master plans, the CY2018 passenger and cargo activity at Fairbanks International was slightly lower than projected and at Ted Stevens Anchorage International was slightly higher than projected. Overall, the airports worked cooperatively with customer airlines, concessionaires, and other tenants to help provide for a safe and enjoyable travel experience and help facilitate the efficient and economical movement of domestic and international cargo while remaining within capital and operating budget parameters. This past year AIAS continued to focus on the vision of becoming a global AeroNexusO for aviation -related P23 commerce by the year 2030. Solid progress was made in exploring ways to improve non -aeronautical sources of revenue and improve internal budget and financial reporting. AIAS completed implementation of a debt restructuring program designed to provide additional net present value savings while helping reduce airline & tenant rates and fees to competitive levels over the next several decades. In the coming year, moderate growth is expected in passenger traffic consistent with airport master plan projections. Industry projections tall for continued air cargo traffic growth, although at a slow pace. Positive influences on air cargo, such as low oil prices, consumer spending, and solid GDP growth, are expected to buffer increasing costs and the current trade environment. The Chinese economy is expected to continue a trend of slowing growth but will be balanced by continued domestic consumer spending, demand in the US, the continued growth of e-commerce, and moderate fuel costs. Slight increases in global energy costs over the next year would likely not significantly impede either passenger travel or air cargo traffic volumes. The main AIAS market remains the all -cargo freighter traffic traveling between Asia and North America and AIAS is well positioned to support growth in trans- pacific cargo freighter traffic. The composition and volume of imports and exports for Alaska has not changed significantly in recent years. The majority of imports to Alaska via air cargo are perishables from the contiguous US. Very few of Alaska's exports travel by air, fresh fish exported to the contiguous US being the largest by weight. AIAS Key Contacts: John R. Binder, Deputy Commissioner john.binder@alaska.eov Keith Day, Controller Alaska International Airports System keith.day@aiaska.eov Alex Moss, Planner Alaska International Airports System alex.moss@alaska.aov http://dot-alaska.gov/aias/index.shtmi Fairbanks International Air ort FAV As Alaska's second busiest passenger airport, Fairbanks International Airport (FAI) serves as a gateway to northern Alaska, providing critical air service to more than 80 communities and remote locations in the Interior and Northern Alaska that rely upon air freight, mail, and commuter services. FAI supports a wide array of aviation activities, ranging from recreational flyers to transcontinental flights. FAI is a busy airport for general aviation, with high levels of commercial and private activity. In 2018, the airport documented more than 1,163,000 passengers at FAI. Passengers traveling to or through Anchorage, Seattle, and seasonal traffic to Minneapolis and Chicago accounted for 86 percent of FAI traffic, while international and regional passengers accounted for 14 percent. A unique aspect of the Fairbanks tourist industry is a niche market of winter tourism related to aurora borealis activity. During the late winter months when the tourism industry is quiet in most of the state, Fairbanks is supported by a steady flow of Japanese visitors. In 2018 FAI welcomed back Japan Airlines for their annual winter and fail charters. In 2017, FAI provided nearly 4,300 jobs. There were about 3,000 on-site jobs related to leaseholders and airport staff. These positions include airlines, fueling, maintenance, retailers and concessions, ground transportation, state and federal support, and many others. The remaining 1,300 off-site jobs are induced through capital spending of on-site companies and wages of aviation employees. As the major hub for interior and northern Alaska, FAI generates off-site jobs both in the Fairbanks area and throughout rural Alaska. In total, FAI contributed $383 million in economic benefit to the community - $212 million in direct spending, and $171 million from multiplier effects, where employee wagef. spent throughout the economy generate additional jobs and economic activity. VIQ One of the airport's larger projects in 2018 was tied to high levels of firefighting chemicals found in the groundwater at the Aircraft Rescue and Firefighting training area. After concentrations of Per- and Polyfluoroalkyl Substances (PFAS) were found the airport initiated a process of identifying and connecting impacted properties from PFAS contamination to a municipal water source. Construction began in late July and ended in early November after connecting more than 60 properties to College Utilities. The airport worked with airport stakeholders and community leaders on securing the USDOT Small Community Air Service Development Program grant of $750,000 to improve air service. The grant will be used for marketing initiatives and revenue guarantee for new nonstop service to San Francisco. United Airlines announced they will begin new nonstop service to San Francisco beginning summer 2019. Key Contact: Angie Spear, Airport Manager, Angie.Saear@alaska.gov http://www.dot.state.ak.us/faiiap/index.shtml P24 Japan Airlines operates a Boeing 767-300ER for their winter charter services to FAI. In February and March, approximately 700 Japanese visitors had the opportunity to view the northern lights under the Aurora Oval in Fairbanks, a world-renowned aurora viewing destination. r Adsmwhh 2018 Alaska Airports & Aviation Annual Report 2018 Major Rural Airport Construction Projects Aniak Air ort: Relocate runway approximately 260 feet south of its current location. New runway to be completed summer of 2019. Bethel Air ort: Rehabilitate general aviation and north air taxi aprons. Pavement substantially complete October 2018. Dillingham Airport: Rehabilitate runway pavement. Final inspection completed October 2018. Galena Airport: Repave runway and GA apron. Funded in 2016 & 2017, construction completed in 2018. Gambell Airport: Rehabilitate runway, taxiway, and apron pavement. Replace airport lighting. Funded in 2017 and completed in 2018. Golovin Airport: Rehabilitate and resurface runway, construct new taxiway and apron, realign and construct new access road, replace lighting system, install concrete floor in snow removal equipment building. Construction completed in 2018. Haines Aj!Rort - Drainage, taxiway, and apron rehabilitation. Construction was initiated in 2017. Completed with final inspection August 2018. Kwinillingok Airport. Resurface runway, taxiway, and apron. Completed October 2018. Newtok Airport: Resurface runway, shoulders, taxiway, and apron surfaces. St. Michael Airport - Rehabilitate runway, taxiway, apron, and airport lighting. Stabilize slopes, rehabilitate shoulders, and apply dust palliative. Repair and resurface airport access road. Rehabilitate the snow removal equipment building, relocate overheard power along the airport access road. Funded in 2016 with construction completed in 2018. Scammon Bay Airport: Construct permanent repairs to airport damaged during flood event. Final inspection Spring 2019. Galena Airport's runway is paved under some beautiful summer weather. Photo thanks to Laris- sa Figley, DOT&PF Engineering Technician. P25 Flooding atScammon Bay Airport FAA Reauthorization Act of 2015 Key Provisions for Alaska Aviation Trans ortation Communi Following years of operating under continuing resolutions the Alaska Congressional Delegation efforts resulted in the passage of a 5 year FAA Reauthorization that ensures long term funding certainty, regulatory relief, and needed focus on infrastructure investment critical to Alaskan commercial air operators. A partial list of provisions in the bill include: • AWOS (Aviation Weather Observation Systems) Airport Sponsors can now transfer newly constructed AWOS weather and communication facilities built with Airport Improvement Program funds to the FAA for ownership. More weather stations will improve safety and reliability for all aviation travel in Alaska. e Improved Safety in Rural Areas - The language permits on -demand or commuter operators (Part 135) to fly to destinations that have published instrument approach procedures with referencing AWOS weather nearby. This allows more service to Alaskan communities under safer flying conditions. 0 Terminal Aerodrome Forecast -The language authorizes the FAA to permit Part 121 VFR operations to have approved procedures where a terminal area forecast and AWOS weather is not available. This provides regulatory certainty to the large air carriers in Alaska that serve mines, exploration facilities, oil storage facilities (Drift River) and more, For the FULL list of provisions that benefit Alaska please visit: htti2s://www.suilivan.senate,gov/ newsroom cess -releases suIIivan-works-to- ass- ma'or-faa-reauthorization-with-ke - rovisions- benefittin -alaska Key contact for more information: Jane Dale, Executive Director Alaska Air Carriers Association 907.277.0071 P26 How Are DOT&PF Rural Airport System Pro ects Identified and Funded? DOT&PF Rural Airport System Airport projects are submitted by ADOT&PF regional planning sections with significant input from community representatives, the FAA, legislature, and aviation stakeholders. After the airfield improvement projects have been identified they are evaluated and scored by the Airport Project Evaluation Board (APER), a six member board that meets several times annually. After projects are scored, Statewide Aviation incorporates the newly scored projects into the rural airport system spending plan. The Airport Improvement Program (AIP) provides grants to public agencies for the planning and development of public -use airports, Funds for the AIR come from the Airport and Airway Trust fund, which is supported by airline ticket taxes, fuel taxes, and other similar revenue sources. In general, AIP funds are used for projects that enhance airport safety, capacity, security, and environmental mitigation, Airport planning, surveying, design, construction and right-of-way acquisition are eligible for AIP funds. Key Aviation Planner Contacts: 4 Judy Chapman Northern Region - (907) 451-2381 a udy.chaomanCepaiaska.eov 4 Todd VanHove Central Region (907) 269-0518 todd.vanhove@alaska.gov + Verne Skagerberg Southcoast Region (907) 465-4477 verne.skagerberg@alaska.gov 2018 Alaska Airports & Aviation Annual Report Alaska Aviation System Plan (RASP) With more than 700 FAA registered airports, Alaska has the largest and most unique aviation system in North America. The Alaska Aviation System Plan, or AASP, serves this system by identifying needed airport improvements, setting funding priorities, proposing aviation policy, documenting the existing system, and providing support for special studies and updates. Extensive planning and long range vision ensure the safe, effective, and efficient operation of Alaska's 237 state-owned rural airports and 2 internationals airports. The plan is funded through annual AIP grants, allowing Alaska DOT&PF to address relevant aviation issues as they arise as well as guide future planning of the airport system through planning, design, maintenance and operation of our airports. The AASP addresses many challenges in the last Frontier and lays the foundation for our vision, to lead the nation in rural aviation reliability, service, and safety management by 2030. Multiple studies and plan documents are available on the AASP website (www; alaskaaso.com) detailing work from 2008-2018. Key AASP accomplishments in 2018 include: • Completion of a digital Aviation Performance Evaluation Board (APEB) system to score new large-scale federal airport projects and track progress over time. • Expansion of the plan website, including new reporting and trend tracking tools for system analysis. Reports include airport deficiency analysis, need and pavement reporting, statistics by airport, and miscellaneous information on airport layout plans, master plans, and project data + Updated the 2011 Economic Contribution to the Aviation Industry with new data, both for the rural airport system and international system. P2 7 + further development on the Capital Improvement & Maintenance Program (CIMP) inspection process, including a new iPad platform. + Completion of the Backcountry Airstrips Working Group and creation of an Adopt -an -Airport Work Group. + Completion of Phase 11 Multiple tasks continue year-to-year within the AASP, such as strategic planning and the implementation of its goals, objectives, and recommendations. New strategic initiatives are determined and completed each year based on current state priorities and needs. Public involvement is a critical component of the AASP. This includes both interagency and public coordination, special studies addressing upcoming pertinent issues, development of web -based information systems and tools, work groups, and periodic assessment of the AASP's performance measures and goals. In 2018 the AASP added several new features to the digital APER (Airport Performance Evaluation Board) process. Capital improvement projects are now tracked through the website to improve standardization between DOT&PF regions, streamlining of the overall process, and the ability to track past project data more efficiently. Phase III of the AASP will begin in spring of 2019. This phase will continue efforts from prior tasks and work to improve all facets of aviation planning in Alaska. The story of Alaskan aviation should be told to as many people, organizations, and agencies as possible; and be told often. The AASP is a vital tool to tell that story as well as assist those working to make Alaska aviation stronger, safer, and more efficient now and in the future. Is - AMW ---- AWOOm System lm G' k4 ` t .A 2018 AIP Maintenance Grant Program In 2018, Alaska's AIP Grant Program received $14,093,876.00 to provide funding for 51 airport maintenance related projects around the state. The following are what the grants were used for: Individual Grants Barrow Airport ARK Truck - $787,092.00 The Aircraft Rescue and Firefighting (ARFF) Truck is an essential part of 14 CFR Part 139 Air Carrier and Part 135 Commuter Certification of the airport for commercial flight operations. Visual Aid Replacement - $808,972.00 This grant provides funding for 4 projects at various airports as authorized by FAA Order 5100-38D for replacement of segmented circles, airport beacons, tower/pole, and beacon ladder and platform. Visual aid replacement at Emmonak Airport Essential Air Service/Economically Depressed Area - $2,575,178.00 This is a combination of different types of grants for 14 different projects as authorized in FAA Order 5100-38D at various airports where the FAA has approved the airport for a grant at 95% funding. All other grants are funded at 93.75%. For this year the grant includes pavement markings, crack seal, minor gravel resurfacing, rotating beacon/tower and a grader, brooms and a plow truck for snow removal equipment. Snow Removal Equipment - $4,186,164.00 This grant provides 12 pieces of snow removal equipment as authorized by FAA Order 5100-38D at various airports around the State. Equipment includes graders, wheeled loaders, dozers, snow - blowers, high speed plow and deicing truck_ Surface Preservation Maintenance - $5,736,470.00 This grant provides 40 projects for surface preservation as authorized by FAA Order 5100-38D at various airports around the state. Project include crack sealing, pavement markings, minor gravel resurfacing, drainage and application of dust palliative. P2 8 Pavement marking at the Homer Airport 2018 Alaska Airports & Aviation Annual Report Certificate oI Com Bance Aviation Advisory Board Alaska Statute 02.40.020 requires a Certificate of Compliance of Air Carriers operating in Alaska. The Department issues a certificate upon application and presentation of proof of financial responsibility, compliance with FAA requirements and current liability insurance. Statewide Aviation manages the Certificate of Compliance and issued 168 Certificates to air carriers in 2018. For more information please call (907) 269-0730 or email megan.byrd0alaska.izov Statewide Airport Leasina Statewide aviation leases property to the general public and government agencies at rural airports owned by the State of Alaska. Leasing manages lands at 240 rural airports. The statewide tiedown program has spaces available for rent at the following airports: Aniak, Bethel, Big Lake, Birchwood, Dillingham, Gulkana, Homer, Iliamna, King Salmon, Kotzebue, McGrath, Nome, Nome City Field, Talkeetna, Tok, Unalakleet and Willow, e-Leasine - is the on-line system for processing applications for leases, building permits, land -use permits, mobile fuel dispensing permits, and aircraft tie clown permits at airports owned by the State of Alaska. Information on leasing regulations, leasing property, tiedown documents, concession fee report farms, and more is available on the e -Leasing weOpaee. The Aviation Advisory Board met five times in 2018. There were two in-person meetings held in Juneau and Kotzebue, and three teleconference meetings. The board was established in 2003 to advise and provide recommendations to the Commissioner on public policy related to the department's exercise of its aviation functions assigned by law. Lee Ryan is the Chairman and can be contacted at dot. aviationadvisory@alaska.eov Board members and the user groups they represent are as follows: Jim Dodson (Mayor of Fairbanks & North Star Borough) Gideon Garcia (All Cargo Air Carrier) Tom George (Statewide organizations of pilots, aircraft owners & other aviation supporters) Bob HajdukoVich (Alaska Air Carriers Association) Frank Neitz (Unorganized Borough) Dennis Parrish (Non -Airline Tenants, Anchorage) Marilyn Romano (Alaska International Airport System Operating Agreement Signatory Airlines) Lee Ryan (2nd Judicial District) Earl Samuelson (Public) Mike Stedman (Regional Air Carriers) Robert Kaufman (Municipality of Anchorage) More information on the Board including meeting minutes and resolutions are available here: www.dot.alaska.gov/stwdav/AAB.shtml P29 Rural Air orts LaLety Project Rural airport managers, air carriers, and Statewide Aviation staff launched the rural airports safety campaign in 2017 to help educate youth about the importance of safety around airplanes and the consequences of damage and vandalism to their airports. Often times the runway in a village attracts kids for activities such as bike riding, racing 3 wheelers, or snow machines. Small aircraft that service these villages land on the runways numerous times daily and can't always see unauthorized activity. Air carriers serving rural villages voiced concerns about safe practices and proper clothing for travelers. Efforts continue to remind travelers to dress appropriately when flying (an unexpected stop or delay can happen) and to keep a safe distance from airplanes when they land or depart from unattended airports. In 2017 safety posters and public service announcements were developed and distributed. Posters were designed using photos of recognizable pilots that fly in the area, translating "Runways Are For Airplanes" into the indigenous language of the region, and requesting they be posted on bulletin boards in high traffic areas such as the post office, community and health centers. In 2018 coloring books with runway safety messages were created for elementary school age children. Other ideas are being discussed such as a video contest for teenagers. For more information please contact Linda Bustamante with Statewide Aviation. (907-266-2596) Willy Widgeon Joins Rural Airport Safety Campaign Printable copies available httdot.alaska. av air ort- ortal-newsres.shtmi The rural airport safety campaign now includes coloring books for elementary school age children. The coloring book has kids following Bush Pilot Willy Widgeon as he flies around Alaska delivering passengers and important supplies to villages. Willy is very happy when he can land on a runway that has all of its lights working and this message is carried through the narrative and activities in the book. A partnership with the FAA made the coloring book possible. There are four coloring book covers in English, Inupiaq, Yupik, and Athabaskan. Quyana to the Association of Village Council Presidents and Calista Corporation for supporting the airport safety project. After a medivac aircraft was unable to land because of airfield lighting vandalism AVCP issued a resolution encouraging all tribal councils to educate their members on the consequences of damage and vandalism at airports. The resolution was read at the 2018 AFN Conference. The Calista Corporation paid for the printing of 5000 coloring books that were distributed to 47 villages in the region. P30 Alm -.W , TV 41 10 P% I *4 Alas a -ID rap a rtmv nt o f - I ir.irp s p o 5-0 tion & NA bl I c F atiti tte!3 DiViMbn of P,4D. Box 19000, An�hrjr�ge, AIJAa 43LI51 9 dE Ar% wrr lop J..Mj 'rob PON I qwp�- VIE Maim Office (907) 224.4050 CITY OF SEWARD 0 Police (907) 224-3338 P.O. Box 167 Harbor (907) 224-3138 !0 Fire (907) 224-3445 410 Adams Street • City Clerk (907) 224-4046 Seward, Alaska 99664{0167 ' Y . Community Development (907) 224-4049 • Utilities (907) 224-4050 Fax (907) 224-4038 January 2, 2019 Ms. Robin Reich, public Involvement Coordinator Solstice Alaska Consulting, Inc. 2607 Fairbanks Street, Suite B Anchorage, AK 99503 Re: City of Seward Alaska, Comments on Draft Environmental Assessment for improvements to the Seward Airport. (Project #2548570000) Dear Ms. Reich The City of Seward is pleased to provide the following comments on the Dram Environmental Assessment for improvements to the Seward Airport. We would life to thank the Alaska Department of Transportation and the Federal Aviation Administration for their attention to this critical infrastructure element to the southern Kenai Peninsula. We appreciate the openness and thoroughness of the process. We do, however, have concerns and would like to see changes to the plan. As we discussed, the community would prefer a 4,000 -foot runway over the currently proposed 3,300 -foot runway. The proposed length of the new runway is entirely consistent with rules and regulations that may work effectively in the lower 48 states. However, we would make the case that strict compliance with these regulations would turn, a blind eye to the unique nature of Alaska, the distance between communities, and the real potential for using aircraft as a primary means of getting large numbers of people out of an area or supplies into a community. Limiting the length of the runway would require relief flights of larger aircraft to utilize less fuel or less cargo in order to operate at this airport. In the event of a true relief operation this would not be efficient. It only makes sense to maximize the potential of infrastructure improvements when they are under construction. The current design calls for an eventual length of 4,000 to this runway. The land necessary for such a length is also being acquired for this anticipated length. One of the statements made was that to undertake the full 4,000 -foot runway at this time would slow the project down due to the CLOMR / LOMR process. At this point we are not convinced that these studies and revisions will not be necessary with the current project length of improvements to 3,300 feet. It would be unfortunate if due to the length limitation of the runway and its inability to utilize larger aircraft that the airport did not meet its potential for current and future aircraft and thus become drastically underutilized. These anticipated improvements would not then be used effectively and be put toward maximum benefit. P3 2 It is for these reasons that the City of Seward requests that the proposed improvements to the Seward Airport include building the entire runway to 4,000. We would also request a public hearing on this Environmental Assessment to allow for additional comments on information contained within the assessment. Again, we would like to thank the Alaska Department of Transportation and the Federal Aviation Administration for their commitment to this project and to the Seward community. We look forward to the completion of this critical infrastructure project. Sincerely, YJeffCityy Manager Cc. Mayor David Squires and Seward City Council Members U.S. Senator Lisa Murkowski U.S. Senator Dan Sullivan U.S. Representative Don Young Alaska State Senator Peter M[icciche Alaska State Representative Ben Carpenter Kenai Peninsula Borough Mayor Charles Pearce Menai Peninsula Borough Representative Ken Carpenter P33 Seward Airport Improvements Final Environmental Assessment Errata Sheet Summary of Changes The Department of Transportation and Public Facilities in association with the Federal Aviation Administration completed an Environmental Assessment (EA) for improvements to the Seward Airport in November of 2018. This document was made available to the public via the Department's website and hard copies available at the Seward Community Library. Since the EA was made available for public review, design for the Seward Airport Improvements has moved forward. This has resulted in some changes to the project design which have been incorporated into the EA figures. Other items within the document have been added or changed for clarification. This Errata is being distributed to provide public opportunity to review and comment on the changes. The public review and comment period is open until January 9, 2019. The following is a list of substantive changes. Figure 2. Proposed Action (see attached) 0 1) Fencing added to north airport boundary, 0 2) staging area removed, 0 3) clearing & grubbing boundaries added, and 0 4) beacon deleted, this will be completed under a separate project. o Page 6, Section 3.3 (see below) — language modified ® Page 9, Table 1, Cumulative Impacts (see below) — change language to match Table 20 Figures 3-9. - updated to reflect changes in Figure 2. P34 3.3 Pro osed Action - Alternative 2.2 Alternative 2.2 (shown on Figure 2) will reconstruct RW 16-34 to B -1I standards and then close and discontinue maintenance of RW 13-31. Closing RW 13-31 would include removing pavement, lighting, and NAVAIDS. Alternative 2.2 would shift RW 16-34 to the east (W meet B -II offset requirements) and raise it above the 100 -year flood level with 2 ft of freeboard as well as extend the length from the existing 2,289 ft to 3,300 ft. Shifting the RW also minimizes changes to the apron and adjoining lease area/buildings, Armor would be installed to protect RW 16-34. Since RW 13-31 will likely be overtopped and could subsequently be breached, flood water will reach this embankment. TW B would be relocated, and TW F would be reconstructed to match RW 16-34 location and grade changes. TWs A, D, and E would be eliminated in accordance with ney; FAA guidance. Other components of the Proposed Action include: Repave.JaXLwAys an Install new airfield lighting and an electrical enclosure building Relocates or replace navigational aids, and markings Install security fencing Property acquisitions Construct a float plane channel and access road to accommodate float plane floats to wheel change -outs Decommission and remove existing Visual Approach Slope Indicator (VAST) on RW 13-31 and provide equivalent Precision Approach path Indicator (PAPI) service for the south end of the new runway. Relocate the Automated Surface Observation System (ASOS) and the airport beacon to meet siting requirements for the new runway. Dispose of material within airport boundaries Selectively clear and grub vegetation Page 6 P35 The proposed projea could cLLnulatively 4,Mpact the following resource categories at the head of Resurrection Bay area: C MologW Resources (fish, EFH, bird habitat, inradve specles) e Hazardous Materials, Solid Waft & Pollution Prevention (solid and construction waste) The N-c Action Alternative would P Land Use flared development) not result in a change from & Natural Resources & Energy Supply (utilities and current oDnditimm natural resources) CGUTUlativt Impacts • Water Resources (Waters of the U.S. and the CulmuLative im pacts resulting ft-om Resurrection River floodplain) past present, and *ea-sonably fcrea-e-eab-Is Afture acdons that include commercial and industrial ij activities at the head of edw.vzdo. Rn Bay would continue. f74, - 'PIX x � '—ii = Revision Block 1 - Fence added 2 - Staging area removed 3 - Clearing and grubbing boundaries added 4 - Beacon deleted, part of separate project '�,.. Ratted . ! ` C;orpora#ion11' T aF '?(ARRC) i t- �llminatied 1t I ED"ar RUN= 1 ' -Secondary Lighted MFEVYO nthlrcae , .ttfl Air Fh4P1 Legend ��Itrl�rshdp `- -r Eliminated vAI RIPRW CLWI1 MOM RPZ swPEruwoRwo ��y �$ RFW.CUEeIII Security Fence uwNCR ICE � '—ii = Revision Block 1 - Fence added 2 - Staging area removed 3 - Clearing and grubbing boundaries added 4 - Beacon deleted, part of separate project '�,.. Ratted . ! ` C;orpora#ion11' T aF '?(ARRC) i t- �llminatied 1t I ' -Secondary Lighted Fh4P1 Legend ��Itrl�rshdp Runway Safety Area (RSA)` -r Eliminated vAI RPZ Pavement Limits +' Fill Limits Security Fence —� Material Disposal L — Area ®Float Plane Channel �. Access Road ® Taxiway Removal & Land Acquisition State of Alaska Department of Transportation and Public Facilities Clearing and 0 750 1 500 Central Region Grubbing ' � Clearing Only Feet ,,A Seward Airport Improvements Selective Clearing Seward, Alaska �. _y:.' + Environmental Assessment Existing Seward Date: 12/17/209 8 Figure: 2 Airport Boundary g . f " a3 = Proposed Action 2/28/2419 Article I Articles & Op-eds j Press I U.S. Senator Lisa Murkowski of Alaska ALASKANS: NEED HELP WITH EARTHQUAKE RECOVERY? CLICK HERE FOR MORE INFORMATION. 02.22.19 Anchorage Daily News: Delegation wins $655 million for polar icebreaker, plus other funds for new cutters coming to Alaska The spending package Congress passed last week to avoid another government shutdown provides $655 million for construction of the first polar icebreaker in decades and additional money for new Coast Guard cutters in Alaska, Sen. Dan Sullivan's office said. It's the first time in 40 years the nation is building a new icebreaker, and more will be built in the future, Sullivan, R Alaska, said Thursday. The appropriations bill also includes $20 million to begin acquiring materials for a second icebreaker. "It's a big deal," Sullivan told reporters after giving an address to the Alaska Legislature. The bill also provides money for new cutters, including four, 154 -foot fast -response cutters for Alaska, his office said. Two will be stationed in Kodiak, and one each in Seward and Sitka. https:llwww.murkowsid.senate.govlpnesslarticlelanchorage-dally-news-delecP3 $•wins -655 -million for -polar -icebreaker -plus -other funds-for-new-cutte... 114 2/28/2019 Article j Articles & Op-eds 1 Press, U.S. Senator Lisa Murkowski of Alaska Local government officials in Alaska said the new boats will increase marine safety and fishery enforcement off Alaska's massive coasts while helping grow the economy. Alaska has more coastline than any other state but relatively few Coast Guard personnel and resources, said Derrik Magnuson, the former chief of port services for the Coast Guard base in Kodiak. "The more Coast Guard the better, especially because of the distances and the weather in Alaska," said Magnuson, now the city of Kodiak's harbormaster. "It can be pretty gnarly out there." Alaska's congressional delegation announced last year that new cutters were coming to Alaska. As for the icebreaker, Sullivan said it's sorely needed. Sullivan pointed out that U.S. Navy Secretary Richard Spencer pians to send one or two large Navy ships "up and over the pole" to defend U.S. sovereignty in the Arctic, in what's called a "freedom of navigation operation." That effort will happen in the coming months, and will be a first for the region, The Wall Street Journal reported in January, interviewing Spencer. Such missions can benefit from the presence of icebreakers, Sullivan said. The U.S. icebreaker fleet is vastly outnumbered by its Russian counterparts. "Russia has 40, and they're building 13 more, some of which are nuclear -powered, some of which are weaponized," Sullivan said. "And we have two, and one of those is broken. It's time to get on it." https:llwww.mu rkowski.senate.govlpreWarticle/anchor age-daily-nows-deleP3 gwins-655-million-for-polar-icebreaker plus-other-funds-for-new-cutte... 214 2r28/2019 Article I Articles & Op-eds I Press f U.S. Senator Lisa Murkowski of Alaska The new icebreaker's home port hasn't been determined yet, said Mike Anderson, a spokesman for Sullivan. The Coast Guard wants to start building it this year and launch it in 2023, Anderson said. Sullivan said in a statement Wednesday that the appropriation shows an important commitment from the nation's leadership in D.C. "With this appropriation, Congress and the Trump administration are acknowledging that Alaska is America's Arctic, a fact that is important to our broader national security interests," Sullivan said. The spending bill also includes $53 million to support construction of facilities, with $31 million for Coast Guard facilities in Seward and $22 million for Kodiak. Magnuson, from Kodiak, said local contractors and the shipyard where boats are maintained will benefit from more work after the two new boats arrive Seward Mayor David Squires said Thursday that the Coast Guard will decide how to spend the money to support the new cutter for Seward. He said it could lead to a new building and dock across Resurrection Bay near the Seward Marine industrial Center, where vessels are repaired and maintained. "We're very excited about increasing the amount of Coast Guard presence in our community," Squires said. "Personally, I'd like to see two new ones here, but I'm not the one who makes those decisions." Anderson said the state's delegation worked together to secure the money, with Rep. Don Young, R -Alaska, a key partner in the House. Sullivan, in a statement, said: "I was glad to have the opportunity to use my leadership role on the Commerce and Armed Services Committees, in conjunction with Senator Murkowski's work on the Appropriations Committee, to secure America's first new polar icebreaker in a generation and the needs of the Coast Guard in Alaska." https:llwww.murkowski.senate.govlpresalarticielanchorage-daily-news-delep4 o-wins-655-million-for-polar-icebreaker-ptus-other-funds-for-new-cutte... 314 2128!2019 Article j Articles & Op-eds f Press j U.S. Senator Lisa Murkowski of Alaska By: Alex DeMarban Source: Anchorage Daily News https:llurww.murkowski.senate.govlpresslarticlelanchorage-daily-news-dele,(p41-wins-655-million-for-polar-ioebreaker-plus-other-funds-for-new-cutte... 414 C��'�� a z y�RA+4 Climate Smart Communities I C isimate Action Planning Guide The Climate Action Planning Guide was developed through the Climate Smart Communities Regional Coordinator Pilot Program to assist local governments in developing strategies for reducing greenhouse gas emissions. Completing a climate action plan is an important part of the CSC program under Pledge Element 2: Set Goals, Inventory Emissions, Plan for Climate Action. March 2014 Prepared By:0 Enkta:ceting, Surtrying and Landscape Ambftectum, PC.' P4 2 An Independent cantraaor to NYSERDA �FC Climate Snail Communities , Climate Action Planning Guide Table of Contents Introduction.................................................................................................................................................. 2 Climate Smart Communities Program Overview.............................................................................2 Climate Smart Communities Regional Coordinator Pilot Program..................................................3 Climate Action Plan Guide Overview ...........................................................................................................3 Whatis a Climate Action Plan?........................................................................................................3 Why is a Climate Action Plan Important?.......................................................... .................6 Steps for Creating a Climate Action Plan.........................................................................................6 Step 1: Determine leadership & Climate Action Plan Framework............................................................. 7 Create a Climate Action Plan Advisory Committee.........................................................................8 Determine the Scope of the Plan.....................................................................................................8 Step 2: Develop Communication and Engagement Strategy......................................................................9 Engage Local Government Officials and Staff..................................................................................9 Engage Local and Regional Stakeholders.......................................................................................10 CollectCommunity input...............................................................................................................11 Step 3: Complete and Analyze Baseline Assessments.............................................................................12 Local Government Operations GHG Emissions Inventory .............................................................13 Community GHG Emissions Inventory ...........................................................................................13 Other Baseline Data and Indicators...............................................................................................13 Assess Past and Existing Efforts.....................................................................................................14 Step 4: Identify Goals and GHG Emissions Reduction Targets..................................................................14 IdentifyGoals.................................................................................................................................14 Climate Change Goals in New Rochelle, New York........................................................................15 Set Emissions Reduction Targets...................................................................................................15 Step 5: Identify Existing and Potential Initiatives.....................................................................................16 Step 6: Quantify Potential impact of Initiatives........................................................................................17 Tools for Quantifying Initiatives.....................................................................................................20 Step7: Prioritize Initiatives........................................................................................................................21 Step 8: Develop Plans for Implementation............................................................................................... 22 Step9: Establish Metrics............................................................................................................................23 Step 10: Write the Climate Action Plan.....................................................................................................24 Step11: Implement the Plan..................................................................................................................... 27 Step 12: Track and Report Progress........................................................................................................... 27 Appendix A: Climate Action and Sustainability Plans......................................................................29 Appendix B: Climate Action Planning Resources.............................................................................30 Page 11 P4 3 �sr Climate Smart Communities Climate Action Planning Guide ��n, �!� Appendix C: Climate Adaptation Planning Resources .............. Appendix D: ENERGY STAR® Resources ................................. ................32 Introduction Climate Smart Communities Program Overview In 2009, New York State established the Climate Smart Communities (CSC) program as a unique state and local partnership to reduce greenhouse gas emissions, save taxpayer dollars and advance community goals for health and safety, economic vitality, energy independence and quality of life. This partnership includes six New York State agencies that jointly sponsored the CSC Program, including the New York State Energy Research and Development Authority (NYSERDA), Department of State, Department of Environmental Conservation, Department of Health, Department of Transportation, and the Public Service Commission. Climate Smart Communities Pledge Any local government in New York State can join the CSC program by adopting the voluntary Climate Smart Communities pledge to reduce greenhouse gas emissions and prepare for a changing climate to help protect public health and safety and support a secure economic future. The CSC pledge element framework guides local governments through the development and implementation of successful local climate action programs. The CSC program is designed to address ten focus areas, or "pledge elements," outlined below: 1. Pledge to be a Climate Smart Community 2. Set Goals, Inventory Emissions, Plan for Climate Action 3. Decrease Community Energy Use 4. Increase Community Use of Renewable Energy 5. Realize Benefits of Recycling & Other Climate -Smart Solid Waste Management 6. Reduce GHG Emissions Through Climate -Smart Land -Use Tools 7. Enhance Community Resilience & Prepare for the Effects of Climate Change 8. Support Development of a Green Innovation Economy 9. Inform & Inspire the Public 10. Commit to an Evolving Process of Climate Action More information about the CSC program and pledge element framework is provided on the New York State Department of Environmental Conservation website. Page 12 P44 Climate Smart Communities' Climate Action Planning Guide �'`' Climate Smart Communities Regional Coordinator Pilot Program In 2092, the State created the CSC Regional Coordinator Pilot Program to provide support to local governments in New York State as they work to address the CSC 10 Pledge Elements. The CSC program assigned CSC Regional Coordinators to deliver technical assistance to local governments that have adopted the CSC Pledge in four regions of New York State: Mid -Hudson, Long Island, Capital District and Central New York. This guide was created through funding from the Pilot Program. Climate Action Plan Guide Overview This Climate Action Planning Guide was developed through the CSC Regional Coordinator Pilot Program to assist local governments in developing strategies that reduce greenhouse gas (GHG) emissions. Completing a climate action plan (CAP) is an important part of the CSC program under Pledge Element 2: Set Goals, Inventory Emissions, Plan for Climate Action. An effective CAP provides a comprehensive strategy for reducing GHG emissions across all sectors while supporting community goals for environmental health, economic prosperity, and quality of life. This guide will introduce the concepts behind climate action planning and provide the framework for developing a successful plan to reduce GHGs. What is a Climate Action Plan? A climate action plan (CAP) is a strategy document that outlines a collection of measures and policies that reduce GHG emissions. Using the GHG emissions inventory as the foundation, a CAP defines GHG reduction goals based on local priorities for reducing emissions and provides the guiding framework for achieving those goals.' A CAP can be a standalone document or it can be integrated into an existing plan, such as a comprehensive plan or a sustainability plan. 1 For more information on how to conduct a greenhouse gas inventory view the '"Climate Smart Communities Guide for Conducting a GHG Emissions Inventory: User's Guide Lor Local Government GHG Accounting Tool" Page 13 P4 5 Jnr COI Climate Sma t Communities Climate Action Planning Guide Climate Action Plan vs. Sustainability Plan A climate action plan (CAP) lays out Figure 1: Climate Action Plan vs. Sustainability Plan strategies that mitigate climate change and reduce greenhouse gas emissions. Sustainability plans, on the other hand, are much broader in scope and address environmental, economic and social considerations beyond those directly related to climate change. The goals and initiatives contained in a CAP are typically only one component of a broader sustainability plan; however oftentimes climate mitigation strategies have multiple benefits in other areas of sustainability. Communities can incorporate the goals Sustainability Plan t' i. Broader in scope and addresses environmental F issues beyond climate change, including social and k economic concerns. � i and initiatives related to climate mitigation into a sustainability plan. The steps outlined in this guide are not limited to developing a stand-alone climate action plan. Most of the steps in this guide can also be followed to develop climate mitigation goals and strategies that can be incorporated into energy action plans, sustainability plans or comprehensive plans. Steps 3 — 9 can be used to create specific goals and strategies for climate mitigation chapters for any plan. Additional tools and resources that can assist with developing a climate action plan can be found in Appendix B. Page 14 P46 Climate Smart Communities Climate Action Planning uuide Climate Mitigation vs. Adaptation Both climate mitigation and climate adaptation initiatives deal with climate change. The difference is that climate mitigation initiatives aim to reduce or prevent GHG emissions, such as installing solar panels or riding a bicycle instead of driving a car. In contrast, climate adaptation initiatives prepare a community for the unavoidable impacts of climate change, such as sea level rise or extreme weather events. Climate mitigation and climate adaptation initiatives are not always mutually exclusive and can have benefits in both areas as demonstrated in Figure 2. For example, installing a green roof on top of a building decreases energy consumption (climate mitigation) while absorbing stormwater runoff during extreme weather events (climate adaptation). When developing a CAP, a community is encouraged to include initiatives that provide both climate mitigation and adaptation benefits, such as those outlined in Figure 2. This guide will focus on initiatives related to climate mitigation, but resources are provided to assist communities who are interested in furthering their efforts to include climate adaptation in Appendix C. Figure 2: Climate Mitigation vs. Climate Adaptation Mitigation Sustainable trarWo[Wo Energy+ corservatkm &uilding Code changes W irnprow enerw efctcy RQnewsbW erwgy Expand deep Faire water cooling ltnpm" vehicle fuel efficiency Capture and use landfill & d,gester gas Adaptation Mitigation: the globally responsible thing to do Actions that reduce the emissions that contribute to climate change. isidemial programs• sewet back tw & dowpspout disconnection Heaft rTW West N04 Lyrne� $bade Policy, cooling ceMYe*"W.alert% Air QvaRW Heart. Index • ftergency & busl"ess amowltyphoning • Help fru vulnerable pecoe Adaptation: the locally responsible thing to do Actions that minimize or prevent the negative impacts of climate change. Source: Natural Resources Canada's Climate Chancre Adaptation Initiatives. Page 15 P47 _.IJ�T C Climate Smart Communities 4� Climate Action Planning Guide �"�,,.'�° Why is a Climate Action Plan Important? By taking the Climate Smart Communities pledge, your community has already taken a significant step in the CAP process ---making the commitment. This commitment demonstrates that your local government has acknowledged the threat of climate change and that you can play a role in reducing the proposed impacts. A strategic plan for climate protection is an essential tool for guiding your community to take effective action in climate change mitigation. A CAP provides local governments with a framework that facilitates coordination across local government departments and community stakeholders when implementing initiatives from the plan. It helps to prioritize actions that should be taken to successfully reduce greenhouse gas emissions and serves as the roadmap for local governments as they implement municipal and community -wide programs, projects and policies. Steps for Creating a Climate Action Plan Writing the text for a climate action plan is only one part of a larger planning process. To maximize success in implementing the plan, it is important to engage local government staff, elected officials, residents, businesses, and other community stakeholders. Engaging the public ensures that the goals and initiatives identified in the plan are desirable and practical for those individuals and entities involved with implementing them. Figure 3 outlines the climate action planning process. Although Figure 3 shows each stage of the climate action planning process as separate steps, many of these steps overlap or happen concurrently depending on the community process. Crafting a CAP can take anywhere from six to 12 months based on staff capacity, availability of data and information, and level of public engagement. Page i 6 N8 Climate Smart Communities Climate Action Planning Guide �•.t... Figure 3: Steps for Climate Action Planning Dat(-.!Clill Il•' �nr�a i�rura ' } Lezi;fi-.r::hil, ;ind =r,��a1�ti��rlc a�tcl t. _ 1* �selitic �clel3t ify ���nt ; ��}d' Set Tar i tls Step 1: Determine Leadership & Climate Action Plan Framework A key first step for the climate action planning process is to clearly define who is responsible for managing the development of the plan. This will typically be a local government, but a local govemment may form an advisory committee or assign a specific department or a staff person (e.g., a sustainability coordinator) to manage the overall process. The first responsibility of this person or group is to decide on the purpose and scope of the plan. Will this plan be focused on municipai operations alone, a community -scale pian, or both? In addition, local governments may want to consider a CAP that reaches beyond local boundaries, such as a countywide or regional plan. It is important to define the overall purpose of the plan, its audience, its timeline for action, and what results will come of it. This guide provides guidance on completing a local CAP for both government operations and the community, but much of its content can be applied to any level of climate action planning. Page 17 P49 c Climate Smart Communities Climate Action Planning Guide Create a Climate Action Plan Advisory Committee ,� • �! Establishing an advisory committee will help guide the overall climate action plan (CAP) process and create a platform for valuable feedback throughout the development of the plan. In some cases the highest elected official will assume responsibility for assigning individuals to an advisory committee to manage the overall process. Criteria for identifying individuals to serve on the committee can include knowledge of climate and sustainability topics, experience with project management and coordination, and experience with leading and facilitating public workshops. Invite stakeholders from the community that include residents, local government elected officials and staff, businesses, academia, philanthropic organizations, organized labor, faith -based groups, and other local interest groups.2 Determine the Scope of the Plan The first task of the advisory committee should be to determine the overall scope of rm,2 4 the climate action pian (CAP). Details of the CAP framework can be adjusted throughout the planning process, but establishing focus areas during the beginning stages will help organize the planning process. Considerations should include whether the CAP will be for the entire community or if it will focus solely on municipal operations, or address both. The steps outlined in this guide will be applicable to all of these approaches. Another consideration is integrating the CAP with other plans, such as comprehensive plans, economic development plans, and transportation plans. As mentioned earlier, most of the steps in this guide can also be followed to develop climate mitigation goals and strategies that can be incorporated into other plans, but identifying this approach at the beginning stages will help guide the process and organize all of the steps that follow. While determining the framework for the CAP, the advisory committee should review existing local, county or regional plans, which may provide guidance and inspiration for the plan. One DEC's How to Set Up a Climate Smart Community Coordinator or Task Force: http://www.dlec.nv.goy/ P5 0 Page 18 Climate Smart Communities,e . Climate Action Planning wide �' , 1 example includes the regional sustainability plans Figure 4: Example Focus ureas for that were completed under the New York State the Town of Bedford Cleaner Greener Communities program in 2013.The advisory committee should also review relevant plans for their local government to identify similar focus areas and data that may be useful to local climate action planning. Figure 4 is an example of the focus areas included in the Town of Bedford's CAP. Additional resources are provided in Appendix A. Energy Transportadon Waste & RecycUng water &Land Use Source: Town of Bedford Climate Action Plan Step 2: Develop Communication and Engagement Strategy Communicating with and engaging local government officials, staff members and public stakeholders is an essential component of climate action planning. Successful climate action planning largely relies on public outreach and education on the planning process as well as incorporating stakeholders in the process of developing the plan. Municipal staff and community volunteers can play a key role in facilitating community outreach, organizing public meetings, conducting baseline assessments or helping draft sections of the plan. The advisory committee should develop a communication and engagement strategy to include the community in the development of the plan and to enlist their long-term support in taking steps to reduce greenhouse gas emissions. Engage Local Government Officials and Staff Most likely, your CAP will include commitments on the part of your local government for community -wide climate mitigation strategies and goals related to improving the efficiency and Page 19 P51 Climate Smart Communities Climate Action Manning Guide sustainability of its operations. It is important to engage key government departments as stakeholders in the climate action planning process for a few reasons: These are the people that will be implementing Figure 5: Examples of Local many of the initiatives recommended in the Government Key Staff CAP. Their buy -in is essential. Invite Key Staff Members 2. They are experts in their field and know the Q Planners surrounding community well. This will be Q Public Works Staff helpful when conducting a baseline Q Fleet Managers assessment, R( Finance & Budget Staff 3. They will have detailed knowledge about the Q Emergency Management &public Safety Staff method and resources needed to implement 1Z Human Resources many of the initiatives. Q Water & Wastewater Staff Q Other Municipal Facilities Figure 5 provides a checklist of local government staff to include in the climate action planning process. Engage Local and Regional Stakeholders Engaging local and regional stakeholders is a valuable component of climate action planning and will help to ensure the plan is inclusive and accurately reflects the priorities of the community. Outreach strategies should target groups of individuals representing the various interests of the community, including residents, businesses owners (small and large), local industry leaders, educational institutions, regional planning agencies, state agencies, local school district partners, religious groups, and non-profit organizations. Establishing a relationship with these stakeholders groups will help to leverage resources, create opportunities to discuss the costs and benefits of mitigation actions and potentially develop new and innovative ways to build community resilience. Page 110 P5 2 CN Climate Smart Communities Climate Action Planning Guide Collect Community Input Public input should represent diverse interests of the entire community representing all demographics from different neighborhoods and commercial sectors. Hosting public meetings and workshops is one the most common methods for public stakeholder engagement. Strong leadership and effective facilitators are critical for capturing the ideas and opinions of participants at public meetings and/or workshops. There are multiple approaches that can be taken to engage attendees and it is important to select the best approach considering the time and resources required for each. Partnering with local and regional stakeholder groups can help to alleviate pressure and share meeting responsibilities. The following are some tips and options for collecting meaningful feedback to develop your CAP. Provide Context for the Plan at Workshops (D In public workshops, it is important to outline the overall climate action planning process and emphasize the role of attendees in shaping the future of their community and set ground rules at the beginning to minimize potential conflicts. Baseline data should be provided during the meeting, including results of the GHG emissions inventory and other basic socioeconomic data, education statistics, housing data, employment data, health statistics, and/or environmental data to guide the discussions and help participants define the problems and potential solutions in their community. It can also help clarify any misinformation about perceived problems in the community that are not supported by the data. Facilitate Breakout Sessions to Manage Feedback A common method of collecting feedback from the public is to host breakout sessions to discuss specific issues in smaller settings, and then reconvene to discuss and analyze as a group. To capitalize on small working groups or breakout sessions, it is helpful to prepare a short topic area summary to provide any background info needed to facilitate discussion around that focus area. When using this approach, it is important to delegate a scribe or note -taker to ensure that discussion topics and feedback can be analyzed at a later date when the CAP is being drafted. The leader or group facilitator should avoid the role of a note -taker to Page 111 P53 Climate Smart Communities Climate Action Planning Guide aM, dedicate their full attention to managing discussions and the dynamics of a group. For additional tips on facilitating discussions at public workshops, please see Figure 6. TIP Figure B: Tips for Facilitating Discussions at Public Workshops 1. Outline the climate action planning process and focus areas. 2. Establish ground rules. 3. Delegate volunteers to take notes so that the facilitator can manage discussions. 4. Be sensitive to participants who have limited knowledge on climate change and sustainability. 5. Employ a combination of written and verbal feedback mechanisms to collect all opinions. S. Repeat back what has been said by a participant(s) to ensure you have captured and summarized their comments accurately. 7. Manage group dynamics so that all opinions ane heard and conversations are not dominated by one individual. 8. Keep track of time and re -direct conversations to adhere to the discussion agenda. 9. If comments are outside the scope of the CAP or discussion agenda, request the note -taker to document the comment or ask him or her to remind you after the meeting. Create Group Polling Techniques Interactive polling is a visually stimulating and engaging way to gather information anonymously 11um participants about concerns and priorities before transitioning to face-to-face discussions. PowerPoint presentation tools, such as Turning Point®, can collect polling results in real-time and display data on a projected computer screen to be shared and discussed at public workshops. Interactive voting at public meetings and workshops can also be accomplished without technologies like Turning Point& For example, participants can vote on or prioritize initiatives and goals by placing dot stickers on posters that display various options Page 112 P54 Climate Smart Communities ' Climate Action Planning Guide and strategies. The advice of a trained and experienced meeting facilitator can be useful in selecting appropriate group techniques. Create a CAP Campaign Another way to promote climate action planning in the community is to create an awareness campaign and challenge residents to submit creative suggestions for reducing energy use and associated GHG emissions. This campaign can utilize in-person workshops, snail mail, the media, and web -based options (see next section for virtual tools to facilitate this). A task force can be created to oversee campaign planning and determining the best mode(s) of administering the awareness campaign and collecting responses. Consider all modes of communication including but not limited to the following: ✓ Posters, flyers, and marketing materials ✓ Local newspaper(s) advertisements ✓ Websites and other social media outlets ✓ Public radio broadcasts ✓ Public access channels or YouTube broadcasts ✓ Local news reports and programs ✓ Strategically placed CAP Suggestion Boxes Online Web Tools Although public meetings and workshops play an important role in engaging the public, it is challenging to engage people from all sectors of the community in -' person. Web -based tools can be a convenient and low-cost method for centralizing information and remotely engaging community stakeholders. Websites are commonly used to host information and solicit feedback, and social media platforms such as Facebook, Twitter, and Linkedln, are used to connect audiences of all demographics, and to inform and engage the public about future events or as they are happening. Residents, businesses and other stakeholders can learn about the climate action planning process, learn who is involved in the Page 113 P55 �7 r Climate Smart Communities Climate Action Planning Guide planning process, understand their role in climate protection initiatives and learn about upcoming educational events and meetings. Some tools, like MindMixer (see Figure 7), facilitate a two-way conversation between stakeholders, and allows the local government to collect the feedback and analyze it for inclusion in the CAP. Local governments should consider staff capacity and expertise to build and maintain these sites or if a third party needs to be hired to build the site. Innovative methodologies for online engagement and crowd sourcing data are continually being developed. A few examples are provided in Table 1. Figure 7; Example of MindMixer Interface .,...:..} , .. Engage MUHudson Engage iWu&on # �rax*wrtE�u,4t��11pon r..o-�e�en�+�a.+xeer�ara►ero+��se�la V7�lleeR+ekEr r++q�e�tmlao a•p�nrMn• •JOM�akrvt:3.6ay, PAW ftb.*'AWi.nna,ahm ,as➢aaRilill�n lispe��Maealfsn:�pwaaFirrM tai! armaeyelggo0arths�As�Re�'ea 76ileeblVetrk$!I.pely(qI'i g�y�, *� salt •�..... _ _ .. ... ..... _... R�rirui3tare P FaadiBl>i:� �ce:f�:l�• aex.�.�xr�,���nmssae,w "°j y'p t�`3:sOs�egoTe¢wrlwc�rr�eL� ��>ra yala YreR� ...0s` a�wh au:.s . . llat7NdIMg1�NpT � ,�] ks,.e!4Fem7 „; ti � . a., t:l• T :r TO �� g asassSss 6:,, The lGey su*in"V lssues 13 ew.lr�e 4 ; Hole to Ag=Wlm end 4 Foodslreds "Wow -� Sts�I�iltrourlYJIQ•M6t04011Ya1!!� .. .•..; :• •_. 0A"ft x i�iCplr05 rss+msy+eeweyrtr4y+eale•.ae c r H.• • . r - - . EWmg Pians in Your �D )J JlTea Petr. -j3 s�ieNwM� a staCy+tl tl».rErri+ss, , r . i p HEean+-e.'1r.eac+x4 t Ciarrurnrnity a fiE^ilas L's�as:^trn�t' - bey •.-rR.:.YKyrww4: . HTta7gCI LaeEite� �tDo�SSutalrrHi�iB 4+�4 Csw�r.•cx Agm-dwre am to yoti? 4 sssmew illibrlC�QQ01in��B6Qtlt�{011 11y�yy�y�.�.w. ..:�.:•:.•. •tat+a�a�a` rY+� nrsir rJ Don 021 "PWO n021"PWO H�.rydy. Ml8NK so Mps ft" 7Y�,,,k+u:lrv� r :ECMWIC susisirlgillidy of A aPPi ovarFeing. _ Agriculture ! :l�H v:^•.v l'•�•r �Y�aa�..-n H6�wa 'sec . . _,:.tu kar:w � .^,:.v pp � CSeS_he*y S'y i181f1EBY 104-_--..- VAO :, .h k!t �+ , LacsQy Graven FaW ' source: Cleaner Greener Communities Regional sustainability Workshop Page J 11 P56 _�y,1lT C,p Climate Smart Communities #�� Climate Action Planning Guide ~ Table 1: Examples of Community Engagement Applications r , I W. Provides communities with online engagement tools that mindmbw allow them to have more productive, collaborative YVYMaMft KW"==n conversations. Offers a fun and convenient way to participate in online crowdbrite ` brainstorming sessions, meetings, and workshops or yt she [mre.saion .' charrettes. A game that makes planning playful, and gives everyone the power to shape the future of his or her community. s Provides tools and expertise to nurture and engage your AL 2 .„�. own community on the largest, most scalable, and NNG integrated social platform of its kind. Step 3: Complete and Analyze Baseline Assessments As mentioned in Step 1, it is important to begin the climate action planning process by determining the scope and framework for the CAP, which will largely be dependent on access to greenhouse gas (GHG) emissions data. Conducting a GHG emissions inventory will indicate which sectors are the greatest contributors of GHG emissions and establish a baseline from which to set goals and measure progress. The baseline GHG emissions inventory provides the data needed to prioritize actions that will offer the best return on investment, whether through cost, energy consumption, or GHG emissions reductions. The scope of a GHG emissions inventory can be completed for local government operations, the community, or both. The scope of the CAP should be consistent with the inventory to elaborate on existing data and develop implementation actions that will reduce GHG emissions within the relevant sectors. Page 112 P57 Climate Srnart Communities , Climate Action Planning Guide Local Government Operations GHG Emissions inventory Local governments should develop a GHG emissions inventory for their government N r operations by selecting an appropriate baseline year, gathering data, and developing an inventory report. This analysis creates the platform to adopt a realistic GHG emissions reduction, energy use, and cost saving goals and prioritize actions in a climate action plan. The Climate Smart Communities Regional Coordinators developed a CSC Local Government Operations Greenhouse Gas Emissions Inventory Tool and User's Guide for Local Govemment GHG Accounting Tool to help communities conduct GHG emissions inventories for local government operations. For guidance on completing a GHG emissions inventory, see the CSC Guide for Conducting a Local Government Operations GHG Emissions Inventory. Community GHG Emissions Inventory In 2011-2013, regional inventories were conducted through the Climate Smart Communities and Cleaner, Greener Communities programs throughout New York State for the baseline year of 2010. Inventories were developed at the regional level, and then allocated to the county, town, city, and villages within the region. Each regional inventory was developed using the New York GHG Protocol, which was developed by the NYGHG Working Group to establish a consistent protocol for use throughout the state. Other Baseline Data and Indicators GHG emissions are not the only baseline data that are useful to climate action planning. Other data can serve as indicators for climate and environmental impacts beyond GHG emissions reduction, especially if developing a broader sustainability plan. An example of regional sustainability indicators are provided in the regio ial sustaina T laps developed under the Cleaner, Greener Communities program. Common focus areas for data collection include energy resources, water consumption, recycling rates, vehicle miles traveled, public transit ridership rates, renewable energy installation data, and employment statistics. Collecting Page 113 P58 Climate Smart Communities rc Climate Action Planning Guide this type of data will provide a more comprehensive view of community functions and will be helpful when identifying target areas for improvement, estimating impacts of climate change, implementing climate protection initiatives and tracking progress over time. Assess Past and Existing Efforts A comprehensive CAP will not only account for GHG emissions data, but will also build on existing policies, plans and programs that have been accomplished to date. Assessing a community's baseline should include a list of past accomplishments and existing efforts related to climate change and the environment. Identifying and reporting on climate efforts or sustainability achievements will reduce the possibility of duplicating efforts, leverage limited human and financial resources, and will promote past successes and highlight the community's commitment to climate protection. Stela 4: identify Goals and GHG Emissions Reduction Targets Identify Goals Goals are an integral part of a GAP as they frame the vision for what the community C00019* aims to achieve. Goals are typically broader, more generalized statements than the more specific targets and metrics established to support them. These broader goals are often used as overarching guidance in the CAP around which the initiatives for reducing GHG emissions or other sustainability efforts can be organized. The advisory committee and/or stakeholders will typically brainstorm and develop the goals for the CAP. Often these goals align with those of neighboring communities and/or regional efforts, such as those established under the Cleaner, Greener Communities program. Aligning goals and initiatives with those that are being developed through this regional sustainability planning process can help local governments contribute to the larger sustainability goals of the region. Page J 14 P59 It is important to note that some CAPs use the term "goal' and "target" interchangeably. In fact, some CAP developers will choose to make specific targets their goals. An example of a broader goal for energy might be "to increase the amount of energy coming from renewable sources." An example of a goal that also incorporates a target might be to "increase the amount of energy coming from renewable sources to 20 percent by 2030." Either approach is valid as the goals will frame the more specific initiatives needed to achieve the goals. If keeping the overarching goals of the CAP broader, it is important to establish the more specific targets to support those goals as well. Climate Smart Communities Climate Action Planning Guide 0 Figure S: Climate Change Goals in New Rochelle, New York greel@ The New Rochelle Climate Change Goals in New Sustainability Plan 2010 - 2030 Rochelle, New York 0C@tWa In 2011, the City of New Rochelle, NY released GreeNR: The New Rochelle Sustainabili f Plan 2010-2030 Vision and Action for a Healthier Community. One of the Plan's overarching goals is to reduce GHG emissions at least 20 percent below baseline year levels by 2030. In the Climate and Energy chapter of the Plan, New Rochelle set additional goals that align with New York State initiatives and will achieve the overall goal of reducing GHG emissions 20 percent by 2030. By 2030, the GreeNR Sustainability Plan aims to: ■ Reduce per capita energy consumption by at least 20%, from 125 MMBtus to 1.00 MMBtus. Reduce annual per capita CO2e emissions by at least 20%, from 9.0 metric tons to 7.2 metric tons. ■ Reduce municipal energy use, GHG emissions, and costs for lighting by at least 40% and for buildings by at least 15%. ■ Increase the average gas mileage of the municipal fleet by 50% from 10 mpg to 15 mpg. ■ Align with New York State objectives to obtain at least 30% of energy from renewable sources. Source: GreeNR; The New Rochelle sustainability Plan 2010-2030 Set Emissions Reduction Targets Emissions reduction targets establish a quantifiable reduction in GHG emissions by a predefined date. In addition to setting a GHG emissions reduction target, many local governments also set goals that are indirectly related to GHG emissions but reflect the larger values of the community. For example, a CAP may include a goal of achieving a certain Page 115 P60 Climate Smart Communities '¢ Climate Action Planning Guide recycling rate, or increasing participation of a particular population in programs that have a climate benefit such as weatherization assistance programs. When developing CAP goals and GHG emissions reduction targets, it is important to consider existing goals set by the State and/or regional climate and sustainability plans. In 2010, New York State completed regional sustainability plans under the NYS Climate Smart Communities and Cleaner Greener Communities programs for all regions. Regional plans rely on local government aligning implementation efforts with existing goals and initiatives to achieve the larger sustainability goals of the region or State. The City of New Rochelle aligned GHG emissions reduction initiatives with New York State and set their own goal to reduce 66 NYS will reduce GHG emissions GHG emissions by 20 percent by 2030 by 50% below 2010 levels by 2030, ly (see Figure 8). Source: New York state Enffay Plan 2024 Local governments can also consider aligning GHG emissions reduction targets with the state. The 2014 New York State Energy Plan set a GHG emissions reduction target of 50 percent below 2010 levels before the year 2030. Local governments can use the same target year to facilitate collective reporting in the future. Step 5: Identify Existing and Potential Initiatives (0 -IT 'N ; Once the goals of the CAP have been established, the next step is to identify the initiatives that will guide how the community will reach those goals. As mentioned in Step 4, it is best to review existing regional plans and determine if similar implementation measures can be adopted at the local level. It will also be necessary to locate communities with similar demographics, resources and infrastructure that have developed CAPs or sustainability plans and determine if similar actions apply to your community. After initial research has been completed to identify common implementation measures, the CAP advisory committee will need to enlist the help of internal and external task force groups, public Page 116 P61 Climate Smart Communities Climate Action Planning Guide 9)" workshops, and other methods for stakeholder engagement as described in Step 2. Potential implementation measures should be shared in public meetings and workshops to solicit feedback on the types of initiatives that might be applicable to the local community. Sharing implementation measures recommended in regional sustainability plans or similar communities with a CAP will hopefully inspire the public to adopt a similar approach or create custom implementation strategies for the local community. It is recommended that this process be repeated over a series of stakeholder meetings to capture a diverse set of community interests. Many communities rely on "SMART" criteria for developing initiatives in the climate action planning process. SMART refers to "Specific, Measurable, Attainable, Relevant, and Timely." it may be useful to write these terms up on a board or large poster during focus group discussions to ensure that the initiatives being suggested meet the criteria defined in Table 2 "able 2: SMART Goal Definitions "Sp®cIfle refers to the `who, what, and where" of an initiative. "Measurable" ensures that it can be tracked and improvement seen over time. "Attainable" means that it will be financially, politically, and logistically feasible to implement. "Relevant" ensures that the initiative is related to a specific goal or vision of the plan. "Timely" means that a specific action is to be completed by a certain point in time. Step 6; Quantify Potential Impact of Initiatives f After public input has been collected, the CAP advisory committee will need to develop a method to assess the potential benefits and possible drawbacks of each initiative. Developing evaluation criterion will establish standards for assessing each initiative to see if an initiative will be effective in meeting the goals of the CAP. There are many ways to develop criteria for prioritizing initiatives, but it is important that the criteria be clearly defined and scored in a consistent manner. Note that not all initiatives can be directly quantified and may depend on availability of other types of baseline data. Below is a list of suggested evaluation criterion: Page 117 P62 Climate Smart Communities, Climate Action Planning Guide Implementation and Funding Feasibility — Are there political, logistical, ,and/or financial obstacles to implementation? Leverage Resources -Can funding be leveraged from different departments or sources to implement this initiative? Is there sufficient staffing or volunteers available to administer programs? A Potential Health Benefits — Does this initiative promote public health and welfare? Does it take into account the impact on air, soil or water quality? Co -Benefits — In addition to reducing GHG emissions, does the proposed initiative provide benefits in ether areas of interest for the community, such as supporting regional or state plans and/or economic development? ➢ Cost — Which strategies will be most cost effective to implement, both in the short term and over time? What is the payback period of the initial investment? Duration of Benefrts — Will the benefits of the initiatives continue over a long period of time, or will the benefits be concentrated in a one-time event? GHG Reduction Potential — Which strategies are likely to have the greatest impact on GHG emissions? 9 Potential for Job Creation — Will the outcome of this action lead to the creation of additional jobs? Will the jobs created potentially support a green innovation economy? Timeframe — How long will it take for this initiative to be implemented — short, medium or long term? New York State Cleaner Greener Communities: � Capital Region Scoring Matrix An evaluation process and criteria were developed to assess the initiatives in the Ca itai Region Sustainability Plan. Initiatives were evaluated based on how they met each of the criteria as defined in the sustainability plan. Initiatives could score 1, 3, or 5 points based € CAPITAL REGION on achieving a "low, medium, or high" rating. The criteria and scoring methodology provided in Table 3 can be modified and leveraged for local climate action planning. P63 Page 118 In `°ts. Climate Smart Communities l �C 1 Climate Action Planning Guide �' Table 3: Example of Capital Region Scoring Matrix Initiative benefits, either directly or indirectly, multiple communities within the Capital Region. Initiative is both financially and logistically feasible. Initiative benefits other Regional Sustainability Plan focus areas by supporting achievement of the goals outlined in that focus area. Initiative demonstrates the ability to utilize additional funds and resources for its completion. nitiative is evaluated based on its 3HG emissions reduction potential. -he timeframe for implementation if the initiative is short, medium, it long-term. nitiative can be immediately 'nplemented throughout region or an serve as a model for other ommunities to take similar action. he length of time over which the enefits of implementation :)ntinue to be realized Benefits 10 or more communities in the region and does not adversely impact any communities Initiative has examples of successful implementation that can be applied to implementing within the Capital Region and/or there is a clearly detailed Implementation plan in place Benefits more than 2 other focus areas Specific non-NYSERDA funding sources are available to cover costs of implementation and any funding necessary to sustain the initiative (if applicable) Strategy will result in a direct, quantifiable reduction in GHG emissions Short-term (less than one year) Project could easily be replicated across the region or state The direct benefit(s) of this initiative will persist beyond the next three years Source: Cleaner. Communities: Capital R'eoion Sustainobility Plan P6 4 Benefits 3-10 communities in the region and does not adversely impact any communities Some examples exist for general implementation framework, but with some areas of uncertainty for implementing within the Capital Region Non- NYSERDA funds have been identified to temporarily or partially fund the initiative Some GHG emissions reduction may occur but it cannot be quantified Medium term (1-5 years) Project is only replicable in certain portions of state or region The initiative will have direct benefit(s) that are likely to last throughout the three years of Phase II of the Cleaner Greener Communities Program Benefits fewer than 3 communities OR benefits more but has an adverse impact on one or more communities Vague or non-existent understanding of how strategy can be implemented in the Capital Region Does not benefit other focus areas Unlikely to leverage additional non-NYSERDA funding sources GHG reduction is very Indirect, unlikely to occur, or unknown Long-term (more than 5 years) Project is unique or would not be replicable in any other areas The direct benefit(s) of this initiative can only be sustained with continued investment or may have counter -benefits over the long term Page 119 :timate Smart Communities; Climate Action Planning Guide y w Tools for Quantifying Initiatives Climate action planning specifically addresses the reduction of greenhouse gas (GHG) emissions making it essential to include evaluation criteria for the total estimated GHG emissions reductions of proposed initiatives. There are many tools that can help local governments identify initiatives, estimate the implementation costs and the GHG emissions reduction potentials of proposed initiatives. The tool selected for quantifying potential impacts will depend on the type of initiative and the criteria being applied. Consider the following tools throughout the prioritization process: ICLEI — Local Governments for Sustainabili developed the Climate and Air Pollution Planning Assistant (CAPPA) as a free decision support tool to help p local governments explore and identify potential opportunities to reduce GHG emissions. It allows users to enter their own specific emissions information (from their greenhouse gas emissions inventory) and view the hypothetical outcomes for various emissions reduction strategies. This tool requires Microsoft Excel. A CAPPA User Guide is provided, as well as free Online CAPPA Trainings. ACEEE:' The American Council for an Energy Efficient Economy(ACEEE) developed I I. . _ «,.a.� . - the Local Energy Efficiency Policy Calculator (LEEP — C) to help •: communities identify and compare the implementation costs, energy savings, and cost savings of different energy efficiency initiatives in public buildings and residential buildings. This tool requires Microsoft Excel. Users must log in for free access to download the LEEP — Calculator and the LEEP - C User Guide. MV SIP State and local governments are taking steps to protect the climate and &Waragerl lower energy costs by adopting olicies that leverage the U.S. Environmental Protection Agency EPA ENERGY STAR tools to reduce energy use in commercial buildings. ENERGY STAR Target Finder is a no -cost online tool that enables building owners to set energy targets and receive an ENERGY STAR energy performance score for projects during the design process. Additional ENERGY STAR tools are provided in Appendix D. Page 120 P6 5 Climats Smart Communities ' Climate Action Planning Guide ' � Step 7: Prioritize initiatives Applying the evaluation criteria and a scoring methodology developed in Step 6 will help local governments to prioritize potential initiatives, but it is important towm� keep in mind that evaluating initiatives through this process is not a perfect science. While it does create a useful structure for reviewing the benefits and challenges associated with each, there are a range of initiative types, including policies, plans, direct actions, and others, which makes it challenging to score all initiatives completely objectively and consistently. For this reason, local governments should keep in mind that an initiative should not be ruled out as a priority if it did not score well through this process. For example, an initiatives related to a feasibility study might receive a "low" score because the completion of an analysis itself does not produce direct benefits (e.g., GHG reduction potential, cost savings) compared to an initiative that involves equipment replacement, buildings, or infrastructure. However, initiatives that involve feasibility studies often create the foundation needed for other actions which do directly address the evaluation criteria. As mentioned in Step 2, stakeholder input is essential to climate action planning and should be solicited throughout the process. When prioritizing potential initiatives it is important to go beyond systematically evaluating each measure and invite public feedback to provide context or insight for initiatives that may have received lower scores. In many cases goals of the community gathered from public workshops and meetings may take precedence over the scoring matrix methodology outlined in Table 3. An effective approach to prioritizing potential initiatives through public input is to use interactive polling techniques at public workshops. Interactive polling is a visually stimulating and engaging way to gather information anonymously from participants about concerns and priorities before transitioning to face-to-face discussions. PowerPoint presentation tools, such as Turning Poing, can collect polling results in real-time and display data on a projected computer screen to be shared and discussed at public workshops. Interactive voting at public meetings and workshops can be accomplished without technologies, like Turning Point& Participants can vote on or Page 121 P66 Climate Smart Communities r` 5 Climate Action Planning Guide prioritize initiatives and goals by placing stickers on posters that display various options and strategies. Local governments should choose the approach that best aligns with allotted time and resources. Refer to step 2 for more information on engaging the public and stakeholders. Step 8: Develop a Pian for Implementation 0*A climate action plan cannot be successful if it cannot be implemented. Once a local 0 government has evaluated and prioritized potential initiatives, local governments will need to develop a pian for implementation. At this stage it may be helpful to meet with stakeholder group(s) to discuss these details and brainstorm ideas for potential partners, funding sources, and any barriers that will need to be overcome in implementing the initiatives. Using much of the information used for prioritizing initiatives, the next step will be to develop an implementation plan to answer the following questions for each initiative: Who will take the lead in implementing the initiative? What are the costs associated with implementation? What is the source of funding to cover those costs? How long will it take to implement the initiative (short term versus long tern)? In order to move from prioritization of climate action plan (CAP) initiatives to implementation, it is recommended that local governments develop an implementation plan similar to the example provided for the Town of Mamaroneck in Table 4. The examples provided demonstrate how it could be used for a specific initiative. Local governments will want to review the categories in the column headings, add or remove any, and apply more specific definitions for each topic. For instance, "cost to implement' is only listed as "low, medium, or high." Local governments will want to define what cost ranges are considered low, medium, or high. The "Time to Implement' category will also require definitions for what the local government considers to be "short term" vs. "long term." The implementation table will help local governments to craft implementation plans for each initiative and guide them from climate planning to climate action. Page 122 P67 Climate Smart Communities Climate Action Planning wide C Time to D05cription of Efforts Veduction similar r�4edi-uprh, Mid, Long Upgrade Upgrade Streetlights Replace existing Town Traffic Signals traffic signals and High Short Administrator, to LED with LEDs. Parking NYPA Lights to LED. Green infrastructure uses vegetation and soil rather than grey Infrastructure to No direct Adopt a GONG Adopt a absorb illative p stormwater. reductions Green Planting result from Conservation InfrastructureAdopt or Policy, Mid incorporate Green Roof the Department Plan implementat green Feasibility infrastructure Study ion of this elements into an initiative. existing plan, such as a comprehensive plan. Step 9: Establish Metrics ,: It is important to establish metrics, or indicators, in order to track and report on LAsuccesses of various initiatives and on the progress toward meeting specific targets and goals. In some cases, the targets established in the CAP lend themselves as metrics. For example, if the CAP includes a target such as: Procure 20 Percent of energy from renewable sources by 2020, Page 123 P6S Climate Smart Communities i Climate Action Planning Guide ~�. The metric for tracking this is the percentage of energy from renewable sources. However, an additional metric related to that target could be number of renewable installations or megawatts of installed renewable capacity. Other sample metrics may include: Tons of solid waste Recycling rate Vehicle miles traveled (VMT) 9 of alternative fuel vehicles registered %0, of electric vehicle charging stations MMBtu (million British thermal units) energy saved # of buildings retrofitted Miles of bike lanes installed D # of LED street lights replaced Metrics should be derived from a local government's baseline data so that progress can be measured in the future. For example, to measure reductions in vehicle miles traveled (VMT), local governments will need to know the total VMT for the baseline year determined in Step 3 of this guide. Local governments should also consider accounting for growth as metrics are tracked over time by incorporating normalized measures. For example, measures such as population can be used to calculate energy use per capita, or square footage can be converted to MMBtu (million British thermal units) per square foot. When assigning metrics to initiatives, consider the availability of data in the future to ensure that the metrics assigned can continue to be measured on a regular basis, such as quarterly or annually. Be sure to account for the staff time and resources required to collect the data and consider establishing a relationship with another entity that can assist in tracking data, such as your local utility or regional planning agency. Developing metrics for each initiative and updating data on a regular basis will enable local governments to report on progress and to take action under Climate Smart Communities Pledge Element 9: Inform and Inspire the Public. Step 10: Write the Climate Action Plan A climate action plans (CAP) should be formally documented in a written report to record the goals and initiatives that the local government aims to address and to further explain the methodology and stakeholder engagement aspects of developing Page 124 P69 Climate Smart Communities Climate Action Planning Guide 0 the plan. If you have followed all of the preceding steps and documented the process, much of the plan is already written. The next step will be to summarize information and organize the different components into a single document. Local governments should distribute electronic copies of the official CAP to all departments for review and print a hard copy for the library or government center to ensure equitable public access_ An official version should also be made available on the municipal website for download to take action under Climate Smart Communities Pledge Element 9: Inform and Inspire the Public. The following is a sample outline for a CAP. The template can be modified to address a local government's focus areas and initiatives for government operations, community initiatives, or both. Sample Climate Action Plan Outline 'I. Executive Summary a. Significance of climate change (locally and/or globally) b. CAP benefits to the local government and community C. Summary of CAP goals d. Summary of focus areas and major CAP initiatives 2. Introduction a. Overview of the significance of climate change (locally and/or globally) i. Brief description about why the climate is changing ii. Explanation of local climate change impacts on the local government or community b. CAP benefits to local government operations and/or the community 3. CAP Goals and GHG Emissions Reduction Targets a. Methodology for developing the CAP b. CAP structure and content c. Goals, targets, and outcomes of public workshops and meetings 4. Current Climate Protection Initiatives a. Summarize existing efforts related to climate change Identify active committees and/or members local government staff, commissions and boards, community groups, and other local stakeholders Page 125 P7 0 Climate Stuart Communities Climate Action Planning Guide .., ii. Acknowledge existing studies, plans or actions that have already been taken to reduce energy consumption, increase alternative transportation and other measures to reduce GHG emissions b. Summarize local government's participation in the Climate Smart Communities program and identify the pledge elements completed to date. S. Baseline ,assessment for Local Government and/or Community a. Existing climate protection initiatives, metrics, plans or policies b. Methodology and data explanation c. GHG Emissions Inventory Summary i. Local Government Operations Baseline ii. Community Baseline d. GHG Emissions Inventory Reduction Targets 6. Climate Action Plan Initiatives a. Sector # 1 (such as Energy, Wasge, Water, TranspoPtation, etc.) i. Goal(s) 1. Initiative # 1 2. Initiative # 2 3. Initiative # 3 b. Sector # 2 i. Goal(s) 1. Initiative.# 4 2. Initiative # 5 3. Initiative # 6 c. Sector #3 (same as a and b) 7. Implementation Plan a. Identify metrics for measuring progress b. Estimate the timeframe for when each initiative will be implemented c. Estimate the cost d. Identify a funding source e. Identify the entity that will be responsible for implementation S. Next Steges a. Explain the process for reporting progress in implementing initiatives i. Explain the frequency that progress reports will be published b. Explain how progress towards achieving GHG reduction targets and other goals will be measured c. Explain the process for updating the climate action pian Page 126 P71 Climate Smart Communities Climats Action Planning Guide 4)", Step 11: Implement the Plan Once the climate action plan (CAP) has been completed, local governments are encouraged to publish the final plan on their website, provide a printed copy at the library and/or distribute summary sheets to departments and at relevant public meetings or workshops. Requesting the local governing body to adopt the plan and gathering public support from elected officials will help make implementation a priority for the local government. It is important to continually revisit the implementation plan developed in Step 8 to keep the plan relevant and on the local government's radar, as well as provide an opportunity to identify additional partners or key stakeholders; adjust timeframes; and keep track of funding resources. Local govemments can keep the plan "alive" by engaging the public and garnering support through strategies listed in Step 2, including: Publicly recognizing advisory board members, elected officials, or key stakeholders for their contributions Community workshops and events ➢ Publicizing regular community task force meetings ➢ Newsletters, websites, or social media posts to highlight implementation progress ➢ ongoing promotion of climate protection efforts, targets and goals Step 12: Track and Report Progress A regular reporting process highlights local achievements while also helping to identify L& issues and opportunities to adapt existing approaches. Local governments are encouraged to publish periodic progress reports (at least annually) using the metrics or indicators established in Step 9. As initiatives are implemented from the CAP, local governments should plan to update the associated GHG emission inventories so that emission reductions from their accomplishments can be compared to the baseline year. This will enable local governments to determine if initiatives are helping to reach GHG emission reduction goals or other targets developed in Step 9. If goals and targets are being achieved, local governments could consider setting new GHG emission reduction targets and updating the CAP to include Page 127 P72 Climate Smart Communities Climate Action Planning Guide strategies that will help the local government achieve the new goals. Alternatively, the strategies could be modified or adjusted to help the local government get to their goal of the current strategies are not achieving the established goals. Updating a climate action plan follows a similar public planning process to developing initiatives for new or existing focus areas. If a new plan is not in order or appropriate, an updated appendix with new or revised strategies can be added to the original CAP. Some local governments have published periodic progress reports to update the community on how implementation efforts are helping to reach targets and achieve goals. For example, New York City's Mayor's Office of Long -Term Planning and Sustainability published an update to the city's sustainability plan to highlight existing efforts and progress made to date, P!aNYC - A Greener Greater New York Update 2011. These progress reports can be formatted in a variety of ways, such as a report card template or an interactive website. Table 5 provides a snapshot of the Town of Bedford's Climate Action Pian Progress Report and metrics used to report on the focus area for energy. Table 5: Town of Bedford Climate Action Plan Progress Report 411 III1INICIPAL ENERGY MEASURES Run" hie enema Implemented ; % electricity purchased from 23 % electricity Pmhning renewable sources from wind Energy eftlency ntm is In Progress = # of audits pmftmed, % of 1,078 MMBW In twn Militias recommendations implemented; reduction In annual Town facility enemy reduction energy use, an ! I I% reduction M icipal green In Progress # buildings built to Under consider - ng policy green standards ation; 1 building i Wit to LEER Silver standards Source: Climate Smart Communities - Town of Bedford CAP Progress Re ort Best of Luck in your climate action planning efforts! This is a big step that will help to get you on track to identifying and implementing strategies to reduce your greenhouse gas emissions. Page 128 P7 3 CN Climate Smart CommunitiesClimate Action Planning Guide Appendix A: Climate Action and Sustainability Plans Climate Action Pians City of Albany, Community and Local Government Operations Climate Action Plan 2012 City of Binghamton, Community and Local Government Energy & Climate Action Plan 2011 City of Ithaca, Community and Local Government Energ Action Plan 2012 - 2016 City of i'Ingston, Community -Wide & Local Government Operations Climate Action Plan 2010 ➢ City of WateNliet, Government Operations Climate Action Plan 2008 ➢ NWEAC 2012 Climate Action Plans: Communily & Local Government Operations Town of Bedford, Town of Bedford Climate Action Plan Town of Greenburgh, Climate Action Plan for the Town of Greenbur h Municipal Operations D Town and Villages of Red rook and ive"!, Energy & Climate Action Plan 2012 ➢ W�Iage and T aWRI of szl:,a�!g, Ossininp, CommunitV Climate Action Plan Wi tagc G Larchm.afTt, Local Government Operations Climate Action Plan Sustainability Plans AN Regions: Cleaner Greener Communities Re ional Sustainability Plans A Capltau Re&n SustalnahTty Nan, Capital Region Sustainability Plan Cent,ai i4'ev,,'VOrk Sustainaibliity Plan, Central New York Sustainability Plan City of New Rochelle, GreeNR Sustainabilit Plan 2010 -2030 Finger Lakes Region Sustalnabilffif Plan, Finger Lakes Region Sustainability Plan Long Island Region Sug=a.":Rty;Ian, Long Island Region Sustainability Plan D Mid -Hudson Region Sustainability Plan, Mid -Hudson Re ional Sustainability Plan Mohawk Valley Region Sustainability Plan, Mohawk Valley Region Sustainability Pian New York City Re&7 S stalnab°Bl;y „4 an, New York City Region Sustainabilily Plan New York C'Uttr Srusts*aabliity Nap Update, Pla NYC -A Greener Greater New York U date 2011 (forth CcuRtrYr Regicn Sustainab9;1itjT Plan, North Count Region Sustainability Plan Southern Tier Region Sustairs]NNKY P;an, Southern Tier Region Sustainability Plan Village of Hastings -on-:, 2cscn, Sustainability Action Plan 2010-2011 WesteU n Hew York Region Sustainat U_'iy ?An, Western New York Region sustainability Plan Westchester County, Westchester Action Plan for Climate Chail re and Sustainable Develo ment 2008 Page 129 P7 4 Climate Smart Communities Climate Action Planning Guide ;�;�%"� Appendix B: Climate Action Planning Resources ➢ Climate Smart Communities, How To Develop a Local Climate Action Plan: htt www.dec.n . vZenergyZ67L93.html ICLEI-Local Governments for Sustainability USA's guidance on crafting a climate action plan: http:l www.icleiusa.or climate and energy/climate mittt ation uidance climate- miti ation-milestone-three ➢ ICLEI -Creating a Climate Action Plan Task Force: http://www.icleiusa.orPaction- center tannin climate -action- lannin creatin -a-climate-action-,plan-task-force ICLEI -Climate and Air Pollution Planning Assistant: httwww.icleiusa.or tools ca a climate -and -air- ollution- lannin -assistant- c_anaa NYSDEC's How to Set Up a Climate Smart Community Coordinator or Task Force: htt : www.dec.n , ov ener 65489.html New York State Energy Plan 2014: http://energypian.w.gov/ Page 130 I'aR .aN�T f Climate Smart Communities Climate Action Planning Guide Appendix C: Climate Adaptation Planning Resources Adaptation Database and Planning Tool ADAPT —This online tool, available to members of ICLEI — Local Governments for Sustainability USA, guides local governments through the process of conducting a climate change vulnerability assessment, setting climate resiliency goals, and incorporating climate adaptation initiatives into existing planning processes. ➢ Climate Chan a Knowledge Exchange CAKEX —This online resource library contains many examples of adaptation initiatives, case studies, vulnerability assessments, and adaptation plans. EPA's Climate Ready Estuaries Coastal Toolkit— The U.S. EPA's Climate Ready Estuaries program's Coastal Toolkit contains links to numerous resources and toolkits related to climate vulnerability assessments and adaptation planning. ➢ NOAA's Coastal Climate Ada tation website —The U.S. National Oceanic snd Atmospheric Administration (NOAA)'s Coastal Climate Adaptation webpage is a resource library organized by state. Resources can also be searched by the following categories: adaptation action plans, case studies and strategies, climate change communication, climate change science and impacts, guidance and guidebooks, outreach materials, policies and legislation, risk and vulnerability assessment, stakeholder engagement, and training and workshop materials. ➢ Georgetown Climate Center Adaptation Clearinghouse —The Adaptation Clearing House contains a variety of resources focused on state and federal policies and legal issues related to climate change adaptation. George Mason University Center for Climate Change Communication,— The Climate Change Communication website contains resources and reports focused on communicating the impacts of climate change to the public. Information on communicating climate change can be helpful in the public engagement and implementation components of a climate action planning process. Page 131 P76 Climate Smart Communities`•, Climate Action Planning Guide' „ Appendix D: ENERGY STARS Resources ENERGY STAR° PofthoManager® State and local governments are taking steps to protect the climate and lower energy costs by adopting -Policies that leverage the U.S. Environmental Protection Agency (EPA) ENERGY STAR tools to reduce energy use in commercial buildings. o ENERGY STAR Target Finder is a no -cost online tool that enables building owners to set energy targets and receive an ENERGY STAR energy performance score for projects during the design process. a Cash Flow Opportunity Calculator helps inform strategic decisions about financing energy efficiency projects. Using the tool, you will be able to estimate how much new equipment you can finance using anticipated savings, as well whether you should finance now or wait for a lower interest rate. Financial Value Calculator helps you quantify the value of improvements in energy efficiency. The calculator uses the prevailing price/earnings ratio to estimate the market value of increased earnings that can result from increased energy efficiency. Building Upgrade Value Calculator lets you analyze the financial value of efficiency - related capital investments. Enter information -such as square footage, annual utility bill, the projected cost and savings for each investment, and financing terms—to determine a particular investment's energy and financial benefits. The tool will generate a summary report, or automatically generate a customized letter to present findings and secure funding. P77 Page, 32 t Climate Smart Communities �` Climate Actio„ Punning Guide ��,,,�� Disclaimer: This report was prepared by VHB Engineering, Surveying and Landscape Architecture, P.C. in the course of performing work contracted for the New York State Energy Research and Development Authority (NYSERDA). The opinions expressed in this report do not necessarily reflect those of NYSERDA or the State of New York, and reference to any specific product, service, process, or method does not constitute an implied or expressed recommendation or endorsement of it. Further, NYSERDA and the State of New York make no warranties or representations, expressed or implied, as to the fitness for particular purpose or merchantability of any product, apparatus, or service, or the usefulness, completeness, or accuracy of any processes, methods, or other information contained, described, disclosed, or referred to in this report. The NYSERDA, the State of New York, and the contractor make no representation that the use of any product, apparatus, process, method, or other information will not infringe privately owned rights and will assume no liability for any loss, injury, or damage resulting from, or occurring in connection with, the use of information contained, described, disclosed, or referred to in this report. Prepared 13y: 0 Engineering, Sur wiling and !-r»lc4cccipe Architectxtnc; Y.(,: An .ndependant Contractor to NYSERDA Page' 33 P78 2/28/2019 Article I Articles & op-eds I Press U.S. Senator Lisa Murkowski of Alaska ALASKANS: NEED HELP WITH EARTHQUAKE RECOVERY? CLICK HERE FOR MORE INFORMATION. 02.22.19 Anchorage Dally News: Delegation Wins $655 million for polar icebreaker, plus other funds for new cutters coming to Alaska The spending package Congress passed last week to avoid another government shutdown provides $655 million for construction of the first polar icebreaker in decades and additional money for new Coast Guard cutters in Alaska, Sen. Dan Sullivan's office said. It's the first time in 40 years the nation is building a new icebreaker, and more will be built in the future, Sullivan, R -Alaska, said Thursday. The appropriations bill also includes $20 million to begin acquiring materials for a second icebreaker. "It's a big deal," Sullivan told reporters after giving an address to the Alaska Legislature. The bill also provides money for new cutters, including four, 154 -foot fast -response cutters for Alaska, his office said. Two will be stationed in Kodiak, and one each in Seward and Sitka. https:llwww.murkowski.senate.gov/presslarUclelanchorage-daily-news-deleGP7 gm ins-655-million-for-polar-icebreaker-plus-other-funds-for-new-cutte... 114 2)28/2019 Article J Articles & Op-eds I Press J U.S. Senator Lisa Murkowski of Alaska Local government officials in Alaska said the new boats will increase marine safety and fishery enforcement off Alaska's massive coasts while helping grow the economy. Alaska has more coastline than any other state but relatively few Coast Guard personnel and resources, said Derrik Magnuson, the former chief of port services for the Coast Guard base in Kodiak. "The more Coast Guard the better, especially because of the distances and the weather in Alaska," said )Magnuson, now the city of Kodiak's harbormaster. "It can be pretty gnarly out there." Alaska's congressional delegation announced last year that new cutters were coming to Alaska. As for the icebreaker, Sullivan said it's sorely needed. Sullivan pointed out that U.S. Navy Secretary Richard Spencer plans to send one or two large Navy ships "up and over the pole" to defend U.S. sovereignty in the Arctic, in what's called a "freedom of navigation operation." That effort will happen in the coming months, and will be a first for the region, The Wall Street Journal reported in January, interviewing Spencer. Such missions can benefit from the presence of icebreakers, Sullivan said. The U.S. icebreaker fleet is vastly outnumbered by its Russian counterparts. "Russia has 40, and they're building 43 more, some of which are nuclear -powered, some of which are weaponized," Sullivan said. "And we have two, and one of those is broken. It's time to get on .it." https:Narww.murkowski.senate.gov/presstarticWanchorage-daily-news-delegpS (),mins-655-rnillion-for-polar-icebreaker-plus-other-funds-for-new-cutte... 214 2/28/2019 Article I Articles & op-eds I Press I U.S. Senator Lisa Murkowski of Alaska The new icebreaker's home port hasn't been determined yet, said Mike Anderson, a spokesman for Sullivan. The Coast Guard wants to start building it this year and launch it in 2023, Anderson said. Sullivan said in a statement Wednesday that the appropriation shows an important commitment from the nation's leadership in D.C. "With this appropriation, Congress and the Trump administration are acknowledging that Alaska is America's Arctic, a fact that is important to our broader national security interests," Sullivan said. The spending bill also includes $53 million to support construction of facilities, with $31 million for Coast Guard facilities in Seward and $22 million for Kodiak. Magnuson, from Kodiak, said local contractors and the shipyard where boats are maintained will benefit from more work after the two new boats arrive. Seward Mayor David Squires said Thursday that the Coast Guard will decide how to spend the money to support the new cutter for Seward. He said it could lead to a new building and dock across Resurrection Bay near the Seward Marine Industrial Center, where vessels are repaired and maintained. "We're very excited about increasing the amount of Coast Guard presence in our community," Squires said. "Personally, I'd like to see two new ones here, but I'm not the one who makes those decisions." Anderson said the state's delegation worked together to secure the money, with Rep. Don Young, R -Alaska, a key partner in the House. Sullivan, in a statement, said: "I was glad to have the opportunity to use my leadership role on the Commerce and Armed Services Committees, in conjunction with Senator Murkowski's work on the Appropriations Committee, to secure America's first new polar icebreaker in a generation and the needs of the Coast Guard in Alaska." https:/lwww.murkowski.senate.govlpress/article/anchorage-daily-news-delegpg lwins-655-million-for-polar-icebreaker-plus-other-funds-for-new-cutte... 314 2/28/2019 Article I Articles & op-eds I press I U.S. Senator Lisa Mirkowski of Alaska W. Alex ®eMarban Source: Anchorage Daily flews https:/lwww.murkowski.senate.gov/presslarticie/anchorage-daily-news-delegp8 2vins-65&million-for-polar-icebreaker-plus-other-funds-for-neMI-CA tte 414 COUNCIL AGENDA STATEMENT Meeting Date: February 25, 2019 To: City Council From: Brenda Ballou, City Clerk Agenda Item: Amending City Council Rules of Procedures i 9 4L4sK9 BACKGROUND & JUSTIFICATION: The Seward City Council relies heavily on the City Council Rules of Procedures (CCROP) to provide them with clear guidelines for conducting the business of the city. The CCROP is an extraction of the City Code and Charter, presented in an easy -to -read format that highlights the most practical aspects of council procedures. It is a time- saving document that enables council members to scan the rules and procedures quickly and easily. On December 10, 2018, council conducted a work session to review the CCROP. The intent of the work session was to both refresh council and the public with the rules and procedures, and to ensure that the content was aligned with the City Code and Charter. During the work session, there were two areas of city code identified as needing to be updated. The updates to city code, reflected in Ordinance 2019-001, were enacted on January 28, 2019. Coordinating with the city code updates in Ordinance 2019-001, several areas of the CCROP also need to be updated, which is done by resolution. Nearly every section of the CCROP is being updated, save for the Evaluation section and the Mobile Device Policy, so it is recommended that council adopt the entire body of the CCROP as presented, rather than try to itemize every change. Substantial changes are noted in red italics. Substantial deletions are noted in red strikeouts. EN'T'ENT: The intent of this Resolution is to update the City Council Rules of Procedures to more accurately align with the Seward City Code and Charter. CONSISTENCY CHECKLIST: Yes No NIA Comprehensive Plan (document source here): X Strategic Plan (document source here) : X Other (list): Seward Charter 3.5, Seward City Code Title 2 X FISCAL, NOTE: This change in the City Code is expected to have no financial impact upon the City. Approved by Finance Department: _ l� ATTORNEY REVIEW: Yes X_ No Not Applicable RECOMMENDATION: Approve Resolution 2019-018. zs P83 City of t'ewrard, Alaska City Council' Ru/es of Procedures Adopted March 14, 1994 As Amended through February 25, 2019 zs P84 FOREWORD Adopted on March 14, 1994 by the Seward City Council, the Rules of Council Procedure is a set of formal rules to guide the .Council, Boards and Commissions and Administration in carrying out the public process. This manual contains the full text of the Rules of Procedure, as amended. However, it no longer contains copies of the Council's adopted pians. If you need copies of the following or other plans, please contact the City Clerk's Office: 1. Lease Procedures 2. Parks & Recreation Master Plan 3.2034 Comprehensive Plan 4. Boat Harbor Management Plan 5. Historic Preservation Plan 6. Municipal Land Management Plan CITY COUNCIL Mayor David Squires Vice Mayor Sue McClure Council Member Suzanne Towsley Council Member Jeremy Horn Council Member Sharyl Seese Council Member John Osenga Council Member Kelley Lane COUNCIL STAFF City Clerk Brenda Ballou, MMC Interim City Manager Jeff Bridges City Attorney Will Earnhart 30 P85 TABLE OF CONTENTS INTRODUCTION PLANNING & ZONING COMMISSION HISTORIC PRESERVATION COMMISSION PORT AND COMMERCE ADVISORY BOARD SECTION I - GENERAL PROVISIONS RULE 1 COUNCIL MEETINGS - LOCATION RULE 2 COUNCIL MEETINGS - TIME RULE 3 COUNCIL MEETINGS - OPEN TO THE PUBLIC RULE 4 ORGANIZATION OF COUNCIL RULE 5 PRESIDING OFFICER RULE 6 QUORUM RULE 7 ATTENDANCE, EXCUSED ABSENCES RULE 8 SPECIAL COUNCIL MEETINGS RULE 9 COUNCIL MEETINGS - AGENDA RULE 10 WORK SESSIONS RULE 11 INTERFERENCE IN ADMINISTRATIVE SERVICE PROHIBITED RULE 12 COUNCIL MAIL SECTION H - APPOINTED OFFICIALS RULE 13 CITY MANAGER RULE 14 CITY CLERK RULE 15 CITY ATTORNEY RULE 16 EVALUATION OF APPOINTED OFFICIALS RULE 17 GIVING DIRECTION TO APPOINTED OFFICIALS SECTION III - DUTIES, PRIVILEGES AND BENEFITS OF MEMBERS RULE 18 FORMS OF ADDRESS RULE 19 SEATING ARRANGEMENT RULE 20 CONFLICTS OF INTEREST RULE 21 MAYOR & COUNCIL COMPENSATION RULE 22 RETIREMENT BENEFITS RULE 23 RECOGNITION UPON RETIREMENT FROM COUNCIL SECTION IV - COUNCIL PROCEDURES RULE 24 RULES OF ORDER RULE 25 MOTIONS RULE 26 ORDER OF BUSINESS RULE 27 ADDRESSING THE COUNCIL BY THE PUBLIC RULE 28 VOTING RULE 29 COMMITTEES RULE 30 ENACTED ORDINANCES, RESOLUTIONS AND MOTIONS 31 P$ 6 2 2 3 3 4 4 5 5 5 5 7 8 8 8 9 9 10 11 11 11 13 15 16 17 RULE 31 RESOLUTIONS RULE 32 ORDINANCES RULE 33 PERMISSION REQUIRED TO ADDRESS THE COUNCIL RULE 34 RECONSIDERATION RULE 35 COUNCIL RELATIONS WITH BOARDS, COMMISSIONS, AND ADVISORY COMMITTEES RULE 36 COMPLAINTS AND SUGGESTIONS TO COUNCIL RULE 37 FILLING COUNCIL VACANCIES RULE 38 FILLING BOARD AND COMMISSION VACANCIES RULE 39 COUNCIL TRAVEL RULE 40 LOBBYING RULE 41 BUDGET PROCESS RULE 42 BOARD OF ADJUSTMENT SECTION V - SPECL&LL CONSIDERATIONS FOR COUNCIL MEMBERS CONFLICTS OF INTEREST APPEARANCE OF FAIRNESS OPEN PUBLIC MEETINGS EXECUTIVE SESSIONS FREEDOM OF INFORMATION SECTION VI - CHECKLISTS FOR COUNCIL ACTION EQUAL PROTECTION CHECKLIST SUBSTANTIVE DUE PROCESS CHECKLIST PROCEDURAL DUE PROCESS CHECKLIST DUE PROCESS CHECKLIST - LICENSES & PERMITS DUE PROCESS CHECKLIST - ZONING TAKING (INVERSE CONDEMNATION) CHECKLIST GENERAL ORDINANCE ADOPTION CHECKLIST SEC'T'ION Vf - APPENDICES COUNCIL REQUEST FOR LEGAL SERVICES TRAVEL AUTHORIZATION TRAVEL - EXPENSE REPORT CITY ATTORNEY EVALUATION FORM CITY CLERK EVALUATION FORM CITY MANAGER EVALUATION FORM CHART OF PRECEDENCE OF MOTIONS CITY COUNCIL MOBILE USE POLICY LEGISLATIVE HISTORY T, P87 18 18 19 19 20 20 21 21 21 22 22 23 24 24 24 25 25 26 26 26 27 28 29 29 A-1 A-2 A-3 A-4 A-17 A-29 B-1 C-1 D-1 INTRODUCTION Welcome to the Seward City Council. This packet of information has been put together by the City Clerk's office to assist you as you carry out the duties of your office. Many of the provisions set forth in the following pages have been taken from the Seward City Code. These are generally followed by a citation in brackets indicating the particular section of the Code which is being quoted or paraphrased, i.e., (SCC § 2.10.055).$ Other provisions were approved by resolution when the Council Rules of Procedure were adopted, or have been included as general information. The City of Seward is a Home Rule city, founded in 1906 and incorporated in 1912. The Home Rule Charter was adopted in 1960. Alaska Statutes Title 29 governs the operations of Alaskan municipalities; however, as a home rale municipality, the City of Seward is not subject to all of the provisions of Title 29. (In contrast, general law municipalities are bound by all of the limitations set forth in AS 29.) Regular city elections are conducted on the first Tuesday in October. The City Clerk coordinates the city election with the Kenai Peninsula Borough Clerk in order to lessen confusion for the voters and to save money for both the city and the borough. In 2017, the voters of Seward approved changing the terms of office for the Mayor and Council from two-year terms to three-year terms. (Resolution 2017-041) Occasionally, a vacancy occurs prior to the end of the Mayor or Council Member's term of office. In this case, the Council fills the vacancy until a successor is elected at the next regular election. If the vacancy occurs one year or more before the expiration of the term, the City Clerk advertises a one-year seat to be elected to fill the remainder of the term for that particular seat. In order to qualify for any elective office in Seward, a candidate must be registered to vote in city elections and must have lived in the City of Seward for at least one year prior to filing for office. The City Council enacts the laws of the City of Seward, approves the annual budgets of the city, sets city policy and serves as an appeal board for actions taken by city boards and commissions, and the city administration. In other words, the function of the City Council is to serve as the legislative body of the city. The city's administrative functions are carried out by the City Manager. It is sometimes difficult to grasp the difference in these two areas of responsibility. For instance, council sets policy when the budget is adopted for street plowing. However, it is up to the City Manager and their staff to determine who is going to do the plowing and which streets will be plowed first. There are three city boards and commissions that are appointed by and report to the City Council, which include: Planning & Zoning Commission, Port & Commerce Advisory Board and Historic Preservation Commission. They are described on the following pages. The members of each are appointed to three- year terms. However, they serve at the pleasure of the Council and may be removed from a board or commission by the Council at any time before the expiration of their terms. SCC = Seward City Code; §= Section Council Rules of Procedure Adopted March 14, 1994 P88 4�ASkp PLANNING a& ZONING CONMUSSION The Planning & Zoning Commission meets on the first Tuesday of each month. All commissioners must live within the City of Seward. If appointed at Council's organizational meeting in October, the council liaison to the commission attends the meetings and makes regular reports to Council regarding issues before the commission. If a council liaison is not appointed, the Commission will designate a member to give periodic reports to the Council at the regular scheduled meetings. Council also meets in an annual joint work session with the commission in March to address areas of mutual concern. Membership on the Planning & Zoning Commission is open to citizens of the City of Seward. The Planning c& Zoning Commission performs the following duties: Interprets the provisions of the zoning code and makes compliance determinations when requested by the ; Community Development Director 2. Reviews and acts upon requests for variance permits, conditional use permits and other matters requiring consideration under the Seward zoning code; 3. Reviews the city comprehensive plan on an annual basis, conducts a minimum of one public hearing and forwards recommendations to Council for consideration; 4. Promotes public interest and understanding of comprehensive planning, platting, zoning, land management and other issues relating to community planning and development; 5. Acts in an advisory capacity to the City Council regarding the zoning code, the comprehensive plan, official zoning map, official land use plan map and other duties as requested by the City Council; and 6. Acts in an advisory capacity to the Borough Planning Commission regarding subdivision plat proposals; right-of-way and easement vacation petitions; Borough Comprehensive Plan and Coastal Zone Management Plan development, updates and amendments; and city comprehensive plan amendments not otherwise delegated to the City of Seward. 7. Shall have no authority to expend or commit city funds without first obtaining approval by and any necessary appropriations from Council. 8. Shall adopt and adhere to the rules outlined in this document as far council. 11 Council Rules of Procedure Adopted March 14, 1994 34 P89 HISTORIC PRESERVATION COMMISSION The Historic Preservation Commission is required to meet at least twice each year. Currently, the Commission meets on the third Wednesday of each month. Membership on the Historic Preservation Commission is open to citizens of the City of Seward and surrounding areas. The Historic Preservation Commission has the following duties: 1. Surveys and inventories community historic resources; 2. Reviews proposed nominations to the National Register of Historic Places; 3. Provides advice and information regarding the identification and protection of local historic and archaeological resources; 4. Supports the enforcement of state and local historic preservation laws; 5. Reviews and makes recommendations about local projects; 6. Develops a local historic plan; and 7. May give periodic reports to the City Council at Council's regular scheduled meetings. 8. Shall have no authority to expend or commit city funds without first obtaining approval by and any necessary appropriations from Council. 9. Shall adopt and adhere to the rules outlined in this document as for council. Council Rules of Procedure iii AdoPted March 14, 1994 35 P90 PORT AND COMMERCE ADVISORY ISORY BOARD The Port and Commerce Advisory Board meets on the first and third Wednesday of each month If appointed at Council's organizational meeting in October, the council's representative to the Kenai Peninsula Economic Development District (KPEDD) is the liaison to this board, attends its meetings, and reports regularly to Council regarding its activities. If a liaison was not appointed, a member of this board will be appointed to give periodic reports to the city council. The Port and Commerce Advisory Board will automatically dissolve if not continued by the affirmative vote of the Council at its first meeting of the fiscal year. Membership on the Port and Commerce Advisory Board is open to citizens of the City of Seward and surrounding areas. The Poirt and Commerce Advisory Board has the following duties: 1. Reports annually to Council at the first Council meeting of the new fiscal year and at any other time as may be requested by Council; 2. Makes recommendations to Council concerning the design and coordination of projects to promote and develop transportation, trade, energy and commerce throughout Seward; 3. Provides input to Council on policy and procedural matters involving the establishment and continuance of commercial activity, improving the quality of life and protecting the public's best interest; 4. Advises Council on matters involving the establishment of support services towards the objectives outlined in SCC 2.30.325(2) and (3); 5. Performs other duties as requested by Council; and 6. Shall have no authority to expend or commit city funds without first obtaining approval by and any necessary appropriations from Council. 7. Shall adopt and adhere to the rules outlined in this document as for council. IV Council Rules of Procedure Adopted March 14, 1994 36 P91 SECTION I - GENERAL PROVISIONS RULE 1. COUNCIL MEETINGS - LOCATION All regular meetings of the City Council are held in the Council Chambers in the Seward City Hall or at such other place as may be determined by the City Council upon consideration of the reasonable accommodation of the public as specified in [SCC § 2.10.030 A. l] RULE 2. COUNCIL MEETINGS - TIME The regular meetings of the City Council are held on the 2nd and 41h Mondays of each month at 7:00 p.m. As specified in SCC § 2.10.031, all regular and special meetings of the Council must adjourn no later than 11:00 p.m. The Council may not adjourn prior to 11:00 p, m. unless all presentations and comments by members of the general public have been heard. By a vote of council, the time for conclusion of legislative business and adjournment maybe extended to 12:00 a.m. [SCC § 210. 031] RULE 3. COUNCIL MEETINGS - OPEN TO THE PUBLIC All meetings of the City Council and its boards and commissions are open to the public, except as provided for in SCC § 2.10.030 B (Executive Sessions.) The public must be given a reasonable opportunity to be heard at all regular and special meetings in accordance with SCC § 2.10.030 A. RULE 4. ORGANIZATION Off' COUNCIL The City Council must meet and organize not later than 30 days after each regular city election. At this organizational meeting, the Council elects one of its members to act as Vice Mayor in the absence of the mayor. In addition, the Mayor may appoint the council liaison to the Planning Commission and the council representative to the Kenai Peninsula Borough Economic Development District. [See Rule 29(c) and SCC § 2.10.020] RULE 5. PRESIDING OFFICER The Mayor presides at all meetings of the Council and is recognized as the head of the City for all ceremonial purposes. The Mayor has no regular administrative or executive duties. In case of the Mayor's absence or temporary disability, the Vice Mayor acts as Mayor during the continuance of the absence. In case of the absence or temporary disability of the Mayor and the Vice -Mayor, an Acting Mayor selected by members of the Council acts as Mayor during the continuance of the absences or disabilities. The Mayor or Vice -Mayor is referred to as "Presiding Officer" from time to time in these Rules of Procedure. [SCC §2.10.020 and § 2.10-025] RULE 6. QUORUM At all meetings of the Council, four Council Members who are present and eligible to vote constitute a quorum for the transaction of business. In the absence of a quorum, any number less than a quorum may Council Rules of Procedure Adopted March 14, 1994 37 P9 2 As Amended Through June 13, 2016 adjourn a meeting to a later date. (SCC § 2.10.040) A Council meeting adjourned under the previous provision is considered a regular meeting for all purposes. RULE 7. ATTENDANCE, EXCUSED ABSENCES In the event any member of the City Council departs from the city with the intent of remaining absent for more than 90 days, or fails to attend meetings of the Council for a period of 90 consecutive days, or attends less than 5 of the meetings of the Council during any continuous period of 5 months, the Council may declare the office of such member vacant. Members of the Council may be excused from attending a meeting of the Council by complying with this section. The member must contact the City Clerk prior to the meeting and state the reason for their inability to attend the meeting. The City Clerk will inform the Presiding Officer of the request for excused absence prior to the meeting, and the Presiding Officer will rule whether the absence is excused or unexcused. When calling the roll for the meeting, the Clerk will indicate whether a member's absence was ruled to be excused or unexcused, and the Clerk will make an appropriate notation in the minutes. If another Council Member questions the member's absence, the Presiding Officer will inquire if there is a motion to excuse the member. This motion is non -debatable. Upon passage of such motion by a majority of members present, the absent member will be considered excused and the Clerk will make an appropriate notation in the minutes. (SCC § 2.10.050) RULE 8. SPECIIAI[., COUNCIL MEETINGS Procedures for setting a special meeting are as follows: (a) A special meeting may be called by the City Clerk on written request of the Mayor, City Manager or any 2 members of the City Council (SCC § 2.10.030 A. 2); (b) Notice of the special meeting will be prepared in writing by the Clerk. The notice must contain the following information about the meeting: time, place, and business to be transacted; (c) The notice will be delivered by mail or personally to the residence or principal place of business of each Council Member, the City Manager, and the business office of each local newspaper and radio and television station. The notice must be delivered at least 24 hours prior to the meeting (Charter 3.5 and SCC § 2.10.032); Notice delivered via e-mail and/or telephonically to media, each Council Member and the City Manager, and posted in three public places, at least 24 hours prior to the meeting, shall suffice as proper notice. (Ord 2019-001) (d) The notices provided in this section may be dispensed with in emergency situations provided that a quorum is present and all absent members have waived, in writing, the notice requirements of SCC §2.10.032. Waivers may be signed either before or after the time of the meeting; (e) No business may be transacted at any special meeting of the Council except that stated in the notice of meeting (SCC § 2.10.030 A.2.) Council Rules of Procedure 2 Adopted March 14, 1994 38 P93 As Amended Through dune 13, 2016 Y i RULE 9. COUNCIL MEETINGS - AGENDA (a) All reports, ordinances, resolutions, contracts, documents or other matters to be submitted to the Council at the regular meeting must be submitted to the City Clerk not later than 5:00 p.m. 12:00 p.m. on the Tuesday preceding the Monday meeting. The City Clerk prepares the agenda for all such matters according to the order of business, numbering each item consecutively. A copy of the agenda and supporting materials must be delivered to Council Members and the City Manager and made available to the press not later than 7:00 p.m. on the Saturday before the regular Council meeting. (SCC §210.055 D.) evening. The agenda packet will be available for public inspection at 9:00 a.m. on the day of the meeting. In addition, the agenda will be published in the local newspaper on the Thursday prior to the meeting. (b) Council Members who wish to add items to the agenda must present the item in writing to the City Clerk no later than 5:00 p.m. 12:00 p.m, on the Tuesday preceding the Monday meeting. The Clerk will prepare the written agenda statement if notified by the Council Member prior to 12:00 Noon on the preceding Monday. (c) The Council has the option of deleting any item from the agenda or deferring any item on the agenda to a subsequent Council meeting. Prior to voting on approval of the agenda, an agenda item may be deleted or deferred upon the request of a single Council Member if there is no objection from the remaining members. However, if any member objects, the member wishing to delete or defer an agenda item must so move. This motion requires a second and must receive four affirmative votes for approval. Agenda items may be moved from the consent agenda to the regular meeting agenda upon the request of any member of the Council. This language was NOT approved. (e) No matters other than those on the agenda may be finally acted upon by the City Council Provided that matters that seem to be emergencies or of an urgent need by the Mayor or any Council Member or the City Manager, with an explanation of the emergency or urgency stated in open Council meeting, may, with the consent of the Council majority present, be considered and acted upon by the Council. (SCC § 2.10.055 E.) RULE 10. WORD SESSIONS Upon written request of the Mayor, City Manager or any two members of the City Council, the Council may hold work sessions for the purpose of planning, studying and discussing any question permitted by law. Work Sessions need have no formal agenda and may be conducted informally so long as such informality is not in conflict with these rules. No formal action may be taken by the Council on any matters discussed in the Work Session until the matter is placed on the Council agenda for a regular or special meeting. Work Sessions generally are held in the City Council Chambers; however, the Council Council Rules of Procedure Adopted March 14, 1994 As Amended Through lune 13, 2016 39 P94 may designate any other location for a particular work session provided that consideration is given to the reasonable accommodation of the public. (SCC § 2.10.030 A. 4) RULE 11. INTERFERENCE IN AIIDNHNISTRATIIVIE SERVICE PROWBIIT EBD No member of Council may direct, request or attempt to influence, either directly or indirectly, the appointment of any person to office or employment by the City Manager. No member of Council may interfere with the City Manager to prevent them from exercising their own judgment in the appointment of officers and employees in the administrative service. The Council and its members may deal with the administrative services solely through the City Manager and no member of the Council may give orders to any of the subordinates of the City Manager either publicly or privately. (SCC § 2.10.090) RULE 12. COUNCIL MAIL The City Clerk is authorized to receive and open all mail addressed to the City Council. A copy of all correspondence needing action must be immediately forwarded to the City Manager for timely attention to the end that all administrative business referred to in such communications, and not necessarily requiring Council action, may be disposed of between Council meetings. All action taken pursuant to such communications shall be reported to the City Council thereafter. Any communication needing Council action shall be reported to the City Council at the next regular meeting together with the report and recommendations of the City Manager. (SCC § 2.10.095) uI Council Rules of Procedure Adopted March 14, 1994 As Amended Through June 13, 2016 40 P95 SECTION II - APPOINTED OFFICIALS The following three city officials are appointed by and report directly to the City Council: City Manager, City Clerk and City Attorney. They are employed under an employment agreement and are not subject to Title 3 of the Seward City Code. RULE 13. CITY MANAGER The City Manager, as the chief executive officer and head of the executive branch of the City government, or their designee, must attend all meetings of the Council unless excused by the Presiding Officer or Council. The City Manager may take part in the Council's discussion on all matters on the agenda and otherwise concerning the welfare of the City. In the event that the City Manager is unable to attend a council meeting, they will appoint another qualified staff member to attend the meeting on behalf of the City Management. All employees of the City, with the exception of the Attorney and the Clerk and their respective staffs, are appointed by and are responsible to the City Manager. RULE 14. CITY CLERK The City Clerk is the ex -officio Clerk of the Council and, in this role, keeps the official records of the Council meetings, acts as parliamentary advisor to the Council and performs such other duties in the meeting as may be required by the Mayor or the Council. In the absence of the City Clerk, the Clerk will appoint another qualified staff member to act as Clerk of the Council. The Clerk administers all city elections, provides for the codification of all city ordinances, is the custodian of all city records and the city seal, provides administrative support to the Mayor and Council, attests all deeds and other documents of the City, and takes all oaths and affirmations as necessary. RULE 15. CI'T'Y ATTORNEY The City Attorney advises the City Council, the City Manager and the City Clerk on all matters of law. The attorney drafts and assists in drafting ordinances, resolutions, contracts and agreements to be made or entered into by the City, and approves the form of all such instruments. They prosecute violators of the City Code and represent the City in all actions of law. Any Council Member seeking advice from the attorney which will require the expenditure of city funds must first complete a Request for Legal Services Form which must be approved by the City Council and filed in the office of the City Clerk. [See Appendix A-1] RULE 16, EVALUATION OF APPOINTED OFFICIALS PURPOSE OF EVALUATION The purpose of providing periodic evaluations of the City Attorney, City Clerk, and City Manager is: To give the employee timely feedback on his/her performance and to identify areas in which he/she is doing well, along with areas in which improvement may be needed. Evaluation should lead to positive action. 5 Council Mules of Procedure Adopted March 14, 1994 As Amended Through June 13, 2016 41 P96 P` r To clarify and strengthen communication between the employee and the Council as it relates to their respective expectations for their position. To serve as a method for gathering data relevant to subsequent personnel decisions. STATEMENT OF CITY COUNCIL'S RESPONSIBILITIES Evaluating the performance of the City Manager, the City Clerk, and the City Attorney is a significant responsibility of the City Council. Conducting an effective evaluation is hard work, but it does not have to be a bad experience. With a clear procedure and open lines of communication, chances are good that the experience will result in a more productive working relationship. FREQUENCY AND TIMING OF EVALUATIONS Evaluation is an ongoing process. To be most beneficial, it is suggested that evaluation sessions be held at least annually. Nothing in these evaluation procedures precludes the Council from exercising its authority to appoint or terminate the services of the City Manager, the City Attorney, or the City Clerk; or to exercise its authority as set forth in any employment contract with said employees. OVERVIEW OF STEPS INVOLVED IN EVALUATION PROCESS Special Performance Evaluation Session: This ad hoc meeting may be scheduled at the will of the Council to provide feedback and address any areas needing improvement. There are no evaluation forms or standard processes defined for this evaluation since it is ad hoc. Annual Evaluation Session: This annual meeting should be scheduled in January, February and March of each year, or as directed by Council. It also marks the beginning of the next evaluation cycle. This evaluation is regularly -scheduled and follows this process: 1. Self -Evaluation: The employee shall complete a self-evaluation using his/her respective blank evaluation form as a guide. He/she may write comments rather than use the rating system if he/she so chooses. It is the responsibility of the employee to complete and distribute hard copies of these self-evaluation reports to the council members no less than two (2) weeks prior to the actual Annual Evaluation Session. 2. Council Evaluation: No less than two (2) weeks prior to the employee's evaluation date, the City Clerk will provide the necessary blank evaluation forms to the City Council. The tabulation of the council members' scoring and comments will be assigned to two appointed council members; these two people form the tabulation team. Completed evaluation forms should be turned in to the tabulation team no less than three (3) days prior to the Annual Evaluation Session. 3. Evaluation Tabulation: The tabulation team will tally and average the scores, and combine all comments anonymously onto one tabulated evaluation form. This tabulated form should be made available for Council members at the Annual Evaluation Session. 6 Council Rules of Procedure Adopted March 14, 1994 As Amended Through June 13, 2016 42 P97 4. Evaluation & Goal Setting In Executive Session: The Annual Evaluation Session will be held in Executive Session and the time scheduled for the Evaluation Session should be sufficient to do the job in a professional manner. 'Round Robin" comments by Council members are permitted. It is also during the Annual Evaluation Session that the employee's goals are discussed and agreed upon by all parties. 5. Finalizing Evaluation & Goals With Employee: Within one (1) week of the Annual Evaluation Session, the tabulation team should create a final draft of the employee's tabulated evaluation form that also includes the agreed-upon goals, tabulated score, and comments, and should meet with the employee to review. At this meeting, the tabulation team and the employee will sign the document as an acknowledgement of the understanding. The final step will be for Council to determine any personnel decisions as a result of the evaluation, to conduct an assessment of the evaluation process and suggest amendments to the procedures, if necessary. At the conclusion of the current evaluation, the next evaluation cycle automatically begins. DISPOSITION OF EVALUATION FORMS Certain information concerning the performance of an individual being evaluated under these procedures is not a public record, except as described in this section, and is not subject to disclosure under AS 40.25. Individual Council evaluation forms and the employee's self-evaluation forms are to be destroyed after executive session by the tabulation team. These forms are not considered a public record. Overall tabulation forms and criteria forms are considered a public record, as well as these procedures and shall be maintained in the employee's contract folder. [See Appendices for City Manager, City Attorney and City Clerk evaluation forms.J RULE 17. GrVING DIRECTION TO APPOINTED OFIFICIALS The Manager, CIerk and Attorney work for the Council as a body and may not take direction from any individual member of the Council if doing so would conflict with the wishes of the majority. Generally, requests for research or drafting of ordinances, resolutions or other documents should be made at a meeting or work session to give dissenting members of the Council an opportunity to object to the request and to assure the appointed official that the direction given is supported by a majority of Council, Council Rules of Procedure 7 Adopted March 14, 1994 43 P98 As Amended Through June I3, 2016 SECTION III - DUTIES, PRIVILEGES AND BENEFITS OF MEMBERS RULE 19. FORMS OF ADDRESS The Mayor shall be addressed as "Mayor (surname)", "Your Honor", "Mr./Madam Chairman" or "Mr./Madam Mayor". The Vice -Mayor, when acting for the Mayor, shall be addressed as "Vice -Mayor (surname)" or "Mr./Madam Chairman". Members of the Council shall be addressed as "Council Member (surname)". RULE 19. SEATING ARRANGEMENT Council Members shall occupy their respective seats in the Council Chamber assigned to them by the Mayor. Such seats shall be assigned so that the Vice -Mayor sits on the left hand of the Mayor and other members are seated in order of seniority with those newest Council Members filling the outermost seats on the dais. RULE 20. CONFLICTS OF 115TEREST (a) Conflict of Interest Defined. A conflict of interest exists whenever a Council Member has a direct or indirect substantial financial interest in the outcome of a vote or decision of the Council. No member of the Council may discuss or vote on any question in which the member has such a direct or indirect substantial financial interest. (SCC § 2.10.035 C) (b) Obligations of Council Members Procedure: (1) A Council Member should disclose any potential conflict of interest, no matter how remote, and ask the Presiding Officer to rule on whether a conflict does exist. This disclosure should be made prior to discussion or vote on the issue. The Presiding Officer will then rule whether a conflict of interest sufficient to disqualify the Council Member from participating in the matter then before Council does exist. (2) Once the Presiding Officer rules on the question of conflict, any member of the Council disagreeing with the ruling so given may appeal the ruling of the Presiding Officer. The Council Member would say: "I appeal the ruling of the Chair." This motion requires a second and is debatable. The motion to be voted on would read: "Shall the decision of the Chair stand?" A majority of YES votes or a TIE vote would uphold the chair. Only a majority of NO votes could overturn the ruling of the Chair. The Council Member affected may not vote on such determination. (Charter 3.5L) (3) Anyone seeking to disqualify a Council Member from participating in a decision on the basis of a perceived conflict of interest which has not been declared must raise the challenge as soon as the basis for disqualification reasonably should have been made known prior to the onset of debate and vote. The party seeking to disqualify the Council 8 Council Rules of Procedure Adopted March 14, 1994 As Amended Through June 13, 2016 44 P9 9 Member shall state with specificity the basis for disqualification. The Presiding g Officer would then rule on the potential conflict of interest as outlined in subsection (1) above. This ruling by the Presiding Officer may be challenged as outlined in subsection (2) above. (c) Public Q -tial Financial Disclosure Pile Statement. The Clerk maintains a file containing sil statements of intent to do business with the City. Annual financial disclosure statements are required to be submitted by all members of Council, the Planning & Zoning Commission, and the City Manager by April 15th of the following year. This file is available for inspection by the public. (d) Conflict of Interest, Generally. It should be remembered that the purpose of the conflict of interest law is to provide for the full public disclosure of any financial interest in a decision before the Council. Therefore, once the public disclosure is made and the Presiding Officer has ruled, and provided that this finding has not been overturned by the Council, any action taken by the Council in accordance with this ruling will probably be upheld by the Courts even if it is later proven that the ruling was in error. RULE 21. MAYOR AND COUNCIL C®MPENSATION (a) Council Members are compensated for service on the City Council as follows: (1) The Mayor is compensated at the rate of $300 per month; and (2) Each Council Member is compensated at the rate of $200 per month. (b) Compensation is paid quarterly in January, April, July and October of each year and covers service for the three preceding months. Council compensation checks are issued with the first employee payroll of the month following the quarter for which compensation is due. [SCC ,¢2.10.100] RULE 22. RETIREMENT BENEFITS (a) Public Em to ees Retirement system (PERS). Effective 2004, City Council Members are not eligible to participate in the Public Employees, Retirement System of Alaska (PERS). (b) Social Securitv and Medicare. The City opted out of the Social Security Program in 1981. In April 1986, changes in Social Security regulations required employees of the City to participate in the Social Security Medicare Tax at a rate of 1.45%. In April 1991, additional changes to Social Security regulations required employees not currently enrolled in an approved retirement system (such as PERS) to pay the full Social Security Tax rate of 7.65%. 6 Council Rules of Procedure Adopted March 14, 1994 As Amended 'through June 13, 2016 45 P100 RULE 23. RECOGNITION UPON RETIREMENT FROM COUNCIL Council Members who retire from service on the Council after one term or who are not re-elected following their first term of office will receive a plaque in recognition of their service to the City. Council Members who retire or fail to be re-elected after two or more terms on the City Council will receive an engraved gold pan in recognition of their service. A Mayor who retires or fails to be re-elected will receive a plaque bearing a gavel in recognition of their service to the City. Council Rules of Procedure 10 Adopted March 14, 1994 46 P101 As Amended Through June 13, 2016 ✓=X SECTION IV - COUNCIL PROCEDURES RULE 24. RULES OF ORDER Rules of Order not specified by statute, ordinance, or resolution shall be governed by Robert's Rules of Order Newly Revised. The City Clerk or designee shall serve as parliamentarian and shall advise the Presiding Officer as to correct rules of procedure or questions of specific rule application. (SCC x'2.10.065 A) [See Appendix A-14 and 4-151 RULE 25, MOTIONS All ordinances, resolutions, contracts and items of business that require Council approval shall be in the form of an affirmative motion. The affirmative vote of four members of the Council is required for the passage of any motion of Council unless otherwise noted in the City Code or in these Rules of Procedure. (SCC § 2.10.040 B.) RULE 26. ORDER OF BUSE'q ESS (a) The order of business for the regular meetings of the City Council is as follows: (Resolution No. 96-037, Resolution No. 98-013; Resolution 2006-133, Resolution 2014-021) 1. CALL TO ORDER 2. PLEDGE OF ALLEGIANCE 3. ROLL CALL 4. CITIZEN COMMENTS ON ANY SUBJECT EXCEPT THOSE ITEMS SCHEDULED FOR PUBLIC HEARING 5. APPROVAL OF AGENDA AND CONSENT AGENDA 6. SPECIAL ORDERS, PRESENTATIONS AND REPORTS A. Proclamations and Awards B. Borough Assembly Report C. Chamber of Commerce Report D. City Manager's Report E. City Attorney's Report F. Other Reports, Announcements and Presentations I. Port and Commerce Advisory Board 2. Planning and Zoning Commission 3. Historic Preservation Commission 4. Seward Bear Creek Flood Service Area Board 7. PUBLIC HEARINGS A. Ordinances for Public Hearing and Enactment B. Resolutions Requiring Public Hearing C. Other Public Hearing Items 8. UNFINISHED BUSINESS A. Items not Completed from Previous Agenda 11 Council Rules of Procedure Adopted March 14, 1994 47 Plat As Amended Through June 13, 2016 B. Items Postponed from Previous Agenda C. Items for Reconsideration D. Other Unfinished Business Items 9. NEW BUSINESS A. Ordinances for Introduction B. Resolutions C. Other New Business Items 10. INFORMATIONAL ITEMS AND REPORTS (No action required) 11. COUNCIL COMMENTS 12. CITIZEN COMMENTS 13. COUNCIL AND ADMINISTRATION RESPONSE TO CITIZEN COMMENTS 14. EXECUTIVE SESSION 15. ADJOURNMENT (b) Consent Agenda. Those items on the council agenda which are considered routine by the City Manager and the City Clerk shall be indicated by an asterisk on the agenda. Unless the Mayor or a Council Member specifically requests that such an item on the consent agenda be considered under the regular meeting agenda, and thus removed from the consent agenda and considered separately on the regular agenda, these items so designated shall be approved, adopted, accepted, etc. by motion of the Council to approve the agenda and consent agenda. Those items so approved shall appear in the Council minutes as if acted upon individually. The Clerk shall read into the record the consent agenda, including the titles of any ordinances or resolutions contained therein. (SCC § 2.10.055 B.) (c) Agenda items. The procedure for agenda items are as follows: 1. The Presiding Officer introduces the agenda item. 2. The Presiding Officer inquires if there is a motion by any Council member. If a motion is made, it shall be in the form of an affirmative motion. 3. Following the motion and its second, the Presiding Officer calls upon the City Manager to describe the matter under consideration. 4. If applicable, the Presiding Officer opens the public hearing and follows the public hearing procedure outlined in Rule 27. 5. The Presiding Officer asks if there is any discussion among Council members. The Presiding Officer may call on individual Council members in the discussion. The Presiding Officer inquires if there is any fiuther discussion by the Council members. 6. The Presiding Officer inquires if there are any final comments or recommendations from administration. 12 Council Rales of Procedure Adopted March 14, 1994 As Amended Through June 13, 2016 48 P103 7. The Presiding Officer inquires of the Council members as to whether they are ready for the question. 8. The Clerk shall conduct a roll call vote. RULE 27. ADDRESSING THE COUNCIL By THE PUBLIC (a) Generallv. A person desiring to address the Council shall first secure the permission of the Presiding Officer to do so, shall approach the podium before the Council and give their name, state whether they are a resident of Seward in an audible tone of voice for the record, and, unless further time is granted by the Presiding Officer, shall limit their address to the time limits specified below. All remarks shall be addressed to the Council as a body and not to any member thereof. No person other than a Council Member and the person having the floor shall be permitted to enter into any discussion without permission from the Presiding Officer. Citizens giving testimony may not ask questions of a Council Member, the Mayor or the city staff. However, Council Members or the Mayor may ask questions of citizens giving testimony, and the time allotted to a citizen for public testimony shall be extended automatically to provide additional time which is reasonably sufficient to answer all questions posed. All items presented by a citizen during public testimony for consideration by the Council shall be retained by the City Clerk. Written testimony may be filed by submitting said statement to the City Clerk at or before the time scheduled for the public hearing or discussion of the item. No person or group shall disrupt a Council meeting. (SCC § 2.10.0 70) (b) Public Hearings. The procedures for a public hearing are as follows [Resolution 2014-0211: (1) A sign -in sheet shall be provided for those wishing to address the Council under "Public Hearings". Prior to the start of the public hearing, the Presiding Officer will first recognize those whose names appear on the sign -in sheet. Any person who fails to sign in shall not be permitted to speak until all those who signed in have done so. At any public hearing all persons who have signed in and wish to be heard shall be heard. Those testifying under public hearings must limit their continents to 5 minutes. No person who has previously spoken during the public hearing on a particular item may speak again unless all other persons desiring to give testimony at the public hearing have spoken. A person speaking for a second time shall limit their testimony to not more than one minute. (2) The Presiding Officer introduces the agenda item. (3) The Presiding Officer inquires if there is a motion by any Council member. If a motion is made, it shall be in the form of an affirmative motion. (4) Following the motion and its second, the Presiding Officer calls upon the City Manager to describe the matter under consideration. 13 Council Rules of Procedure Adopted March 14, 1994 49 P10 4 As Amended Through June 13, 2016 (5) The Presiding Officer opens the public hearing, and announces the following Rules of Order: (a) All comments by proponents, opponents, or the public shall be made from the speaker's podium and any individual making comments shall first give their name, state whether they are a resident of Seward in an audible tone of voice for the record, and shall limit their remarks to 5 minutes. This is required because an official record of the public hearing is being made. No comments shall be made from any other location except the podium, and anyone making "out of order" comments may be subject to removal from the meeting. (b) There will be no demonstrations during or at the conclusion of anyone's presentation. (c) These rules are intended to promote an orderly system of holding a public hearing, to give every person an opportunity to be heard, and to ensure that no individual is embarrassed by exercising their right of free speech. (6) The Presiding Officer opens the floor to those on the sign -in sheet in the order which they appear on the sheet. (7) The Presiding Officer calls for additional continents from the audience. (8) The Presiding Officer closes the public hearing. (9) Following the public hearing, discussion occurs among Council members. The Presiding Officer may call on individual Council members in the discussion. The Presiding Officer inquires if there is any further discussion by the Council Members. (10) The Presiding Officer inquires if there are any final comments or recommendations from administration. (11) The Presiding Officer inquires of the Council Members as to whether they are ready for the question. (12) The Clerk shall conduct a roll call vote. (c) Citizen Comments and Discussion. Members of the public or their authorized representatives may address the Council by oral communications on any matter concerning the City's business or any matter over which the Council has control. There shall be two opportunities provided for such comments: 14 Council Rules of Procedure Adopted March 14, 1994 As Amended Through June 13, 2016 50 P10 5 4l (1) Citizen comments on agenda items not scheduled for public hearing. The Clerk shall make available sign -in sheets on which persons desiring to speak during this time may indicate their desire to do so. All presentations under this agenda item shall be limited to three minutes per person and shall also be limited to a total time of not more than thirty six minutes. (2) Citizen comments. This agenda item shall appear at the end of the agenda following all action items. Comments concerning any item over which the Council has control may be made. All presentations under this agenda item shall be entitled to five minutes per person unless otherwise stated by the Mayor or the Presiding Officer. Each person shall have only one opportunity to speak under this agenda item. (d) S okes erson for a Group of P201e. When any group of people wish to address the Council on the same subject matter, it shall be proper for the Presiding Officer to request that a spokesperson be chosen by the group to address the Council, and in that case, if additional members of the same group are to be presented at that time, to limit the number of people so addressing the Council so as to avoid repetition before the Council. R1<Tli_,]E 28. VOTENG The votes during all meetings of the Council shall be transacted as follows: (a) All votes shall be taken by roll call vote. The order of the roll call vote shall be altered for each vote. (SCC § 2.10.035) (b) Each member shall answer by the word "yes" or "no." (Ord 2019-001) (c) Every member who is in the Council Chambers when the question is put to vote shall give their vote unless the Council Member is excused in accordance with Rule 20. (d) The passage of any ordinance, resolution or other action of the Council shall require the affirmative vote of at least four members of the Council. (e) The passage of a motion to reconsider shall require the affirmative vote of 213 of those members present. (f) The passage of any public emergency ordinance shall require the affirmative vote of all members Present or the affirmative vote of three-fourths of the total membership of the Council, whichever is less. An emergency ordinance may not be used to levy taxes, to grant, renew or 15 Council Rules of Procedure Adopted March 14, 1994 As Amended Through June 13, 2016 51 P10 6 -.: 14 extend a franchise or to regulate a charge for a city service. Emergency ordinances are effective for sixty days. RULE 29. COIVVJTT1'EES The Mayor may appoint standing committees of the Council as necessary or desirable and may appoint ad hoc committees to address specific topics. The Council may also meet in work sessions as a committee of the whole: (a) Committee of the Whole. The Council may meet as a Committee of the Whole composed of the entire council sitting as a legislative study committee. The Committee of the Whole shall not take any official action while in committee. The Mayor chairs the Committee of the Whole. (b) Special Ad Hoc Council Study Committees. Special Ad Hoc Council study committees may be created by the Council for a particular purpose, or when the issue is so complex and time consuming that it cannot be reasonably handled at a Council meeting. Council study committees shall consist of no less than 3 Council Members appointed by the Mayor. Special council committees shall sunset at the end of their mission, but no later than the end of each fiscal year unless specifically continued by the Council thereafter for a specified time period. (c) Council Liaisons. In order to build additional Council expertise in various areas of city operations, the Presiding Officer may appoint one Council Member to serve as a liaison to the Planning and Zoning Commission. These appointments shall be made at the Council's organizational meeting in October. If appointed, the council representative to the Kenai Peninsula Borough Economic Development District shall serve as liaison to the Port and Commerce Advisory Board. If council liaisons were not appointed, a member of each Board and Commission will arrange to give periodic reports to the City Council during Council's regular scheduled meetings. (d) Special Ad Hoc Citizen Advisory Committees. Special Ad Hoc Citizen Advisory Committees may be created by the Council for a particular purpose. Committee members shall be appointed by the Mayor, with the advice and consent of the Council. The Mayor shall appoint the chair of the committee. Citizen study committees shall sunset at the end of their mission, but no later than the end of each fiscal year unless specifically continued by the Council thereafter for a specified time period. One Council Member, and one alternate Council Member, may be appointed as s member and liaison of a citizen advisory committee. (e) Committees may make recommendations on proposed programs, services, ordinances, and resolutions within their area of responsibility before action is taken by the Council. The Committee Chair may present the recommendations of the committee during the discussion of the item of business. (f) Employees shall staff the various committees as directed by the City Manager, but no star person shall serve as a voting member of a council or citizen study committee. 16 Council Rules of Procedure Adopted March 14, 1994 As Amended Through June 13, 2016 52 P10 7 ataswc- (g) Minutes need not be taken of committee meetings. RULE 30. ENACTED ORDINANCES, RESOLUTIONS AND MOTIONS (a) Ordinance. An enacted ordinance is a legislative act prescribing general, uniform, and permanent rules of conduct relating to the corporate affairs of the municipality. Council action shall be taken by ordinance when required by law, or to prescribe permanent rules of conduct which continue in force until repealed, or where such conduct is enforced by penalty. (b) Resolution. An enacted resolution is an internal legislative act which is a formal statement of policy concerning matters of special or temporary character. Council action shall be taken by resolution when required by law and in those instances where an expression of policy more formal than a motion is desired. (c) Motion. An enacted motion is a form of action taken by the Council to direct that a specific action be taken on behalf of the municipality. A motion, once approved and entered into the record, is the equivalent of a resolution in those instances where a resolution is not required by law. RULE 31. RESOLUTIONS The procedure for resolutions is as follows: A resolution may be voted on the same day it is introduced. Most resolutions take effect the day they are passed, except that those involving property transactions become effective 30 days after passage and those establishing rules and regulations affecting the public become effective not less than 10 days after passage. The title of each resolution shall in all cases be read prior to its passage. (NOTE: The titles of all resolutions passed on the consent agenda are read following passage.) Printed copies of resolutions shall be made available at the Council meeting for public inspection. Resolutions approving property transactions and resolutions adopting the city budgets require properly advertised public hearings prior to adoption. (SCC Chapter 2.15) RULE 32. ORDINANCES The procedure for ordinances is as follows: (a) With the exception of emergency ordinances as provided below, no ordinance may be put to vote on the same day that it is introduced. An ordinance may be sponsored by the City Manager, City Clerk, City Attorney, one of the boards or commissions, the Mayor or any member of Council. However, no ordinance may be prod by staff for presentation to the Council unless ordered by a majority vote of the Council or requested by the City Manager or prepared by the City Attorney or City Clerk on their own initiative. Ordinances are generally introduced on the consent agenda and are then carried forward to the next regular meeting for public hearing and a 17 Council Mules of Procedure Adopted March I4, 1994 As Amended Through June 13, 2016 53 P10s t Ys vote on enactment. The notice of the public hearing must be advertised in a newspaper of local circulation at least 5 days before the hearing. Prior to opening the hearing, the title of the ordinance must be read in full. Printed copies of the ordinance shall be made available at the Council meeting and in the office of the City Clerk prior to the meeting. Following public hearing, the Council may discuss and consider a vote on enactment of the ordinance. Ordinances take effect not less than 10 days following enactment unless they are exceptions stated in SCC § 2.15.050. (SCC § 2.15.015 and § 2.15.035 A) (b) Emergency Ordinances. No ordinance shall be passed at the same meeting at which it is introduced unless an emergency is declared to exist by the Council. Any ordinance declared by the Council as being necessary as an emergency nature for preserving the public health, welfare and safety must contain a statement of the facts upon which the emergency finding is based. This exception shall not be employed for the sole reason that the rules for introduction, reading, etc. of legislation are waived to permit passage on the first reading due to the existence of an emergency. The ordinance may be enacted, amended and enacted, or rejected at the meeting at which it is introduced. The affirmative vote of all members present, or the affirmative vote of three-fourths of the total membership, whichever is less, is required for enactment. The City Clerk shall print and make available copies of enacted emergency ordinances and provide for posting and publication as set forth in SCC § 2.15.035 D. An emergency ordinance may not be used to levy taxes; to grant, renew or extend a franchise; or to regulate a charge for a city service. Emergency ordinances take effect immediately for a period of sixty days. (c) A Council Member may, in open session, request of the Presiding Officer that Council study the wisdom of enacting a particular ordinance. By affirmative motion, the Council may assign the proposed ordinance to a specific board or commission or the committee of the whole for study and consideration. The committee shall report its findings to the Council. (d) if a motion to pass an ordinance fails, the ordinance shall be considered lost. (e) Any ordinance amending or repealing any portion of the Seward City Code shall also amend or repeal the respective portions of any underlying ordinance(s). RULE 33. PERMISSION REQUIRED TO ADDRESS THE COUNCIL Persons other than Council Members and management shall be permitted to address the Council only upon recognition and introduction by the Presiding Officer as specified in Rule 27. RULE 34. RECONSIDERATION (a) A motion to reconsider may be applied to any ordinance, resolution or action of the Council and has precedence over all motions except the motion to adjourn. A Council Member may make a motion to reconsider only if they voted on the prevailing side of the question to be reconsidered and if they make the motion to reconsider on the same day and at the same meeting at which the vote to be reconsidered was taken or if the Council Member files a written notice of intent to 18 Council Rules of Procedure Adopted March 14, 1994 As .Amended Through June 13, 2018 54 P10 9 reconsider no later than 5:00 p.m. on the first business day following the day on which the vote was taken. The Council Member may file by telephone provided that the notice of intent to reconsider is signed before the motion is reconsidered. A motion for reconsideration requires a 213 vote to carry. if a motion to reconsider a particular ordinance, resolution or other action fails, a second motion to reconsider the same action shall not be in order. (SCC § 2.10.065 E.) (b) The following motions may not be reconsidered: (1) A motion which can be renewed within a reasonable time; (2) An affirmative vote whose provisions have been partly carried out; (3) An affirmative vote in the nature of a contract when the party to the contract has been notified of the outcome; (4) Any vote which has caused something to be done which it is impossible to undo; (5) A vote on a motion to reconsider; or (b) When practically the same result, can be obtained by some other parliamentary motion. RULE 35. COUNCIL RELATIONS WITH BOARDS, C®NMUSSI®NS AND ADVISORY COMMITTEES (a) Generally. All statutory boards and commissions and Council -appointed citizen advisory bodies shall provide the Council with copies of any minutes taken of meetings. Full agenda packets for each of the Council's statutory boards and commissions shall be provided to the Council electronically. At the annual organizational meeting of the City Council in October, the Mayor shall appoint a Council liaison to the Planning and Zoning Commission and to any other board(s) as the Council may desire, or designate a member of the Board or Commission to give periodic reports to the city council. Currently, there are three statutory boards appointed by the Council: (1) Planning and Zoning Commission (2) Port and Commerce Advisory Board (3) Historic Preservation Commission (b)—Amointment Procedures. See Rule 3 8. (c) Re orts to Council: (1) Plannina and Zoning Commission. The Council liaison to the Planning Commission shall make regular reports to the Council regarding the activities of the Planning Commission. 19 Council Rules of Procedure Adopted March 14, 1994 As Amended Through .Tune 13, 2016 55 Pilo In addition, the Council shall meet in a joint work session with the Planning Commission in March of each year to discuss any areas of mutual interest. (2) Port and Commerce Advisory Board. The Port and Commerce Advisory Board makes quarterly reports to the Council and must, by Code, report annually at the first meeting of the fiscal year. Absent an affirmative vote of the Council at the first meeting of the fiscal year to continue the Board, the Board will dissolve within 30 days. RULE 35. COMPLAINTS AND SUGGESTIONS TO COUNCIL When citizen complaints or suggestions are brought before the City Council, other than for items already on an agenda, the Presiding Officer shall first determine whether the issue is legislative or administrative in nature and then: (b) If legislative, and if the Council finds such complaint suggests a change to an ordinance or resolution of the City or the enactment of a new ordinance or resolution, the Council may refer the matter to a board or commission, the Administration or the Council of the whole for study and recommendation. (c) If administrative and regarding administrative staff performance, administrative execution or interpretation of legislative or administrative policy within the authority of the City Manager, the Presiding Officer should then refer the complaint directly to the City Manager for review. The City Manager shall provide the Council with a copy of any written response to the complainant. RULE 37. FILLING COUNCIL VACANCIES If a vacancy occurs in the office of Council Member, the Council may elect some qualified person to fill such vacancy, the person elected shall hold office until a successor is elected at the next regular election and properly qualified. In order to fill the vacancy with the most qualified person available until an election is held, the Council will widely distribute and publish a notice of the vacancy, the procedure and any application form for applying. Each applicant will make a presentation to the Council regarding their qualifications to serve. The Council will then vote and sign ballots provided by the City Clerk. The City Clerk will read each ballot aloud, will tabulate the votes and announce the results to the Council. The Council may then, by motion and voice vote, affirm the appointment of the candidate receiving the highest number of votes (must have at least 4 per SCC 2.10.050). For time frames during a recall of an elective officer, and when vacancies can be filled, see City Charter sections 2.12 and 2.13. DILE 38. FILLING BOARD ANIS COMMISSION VACANCIES The City Clerk shall advertise vacancies on the Council's various boards and commissions no later than 30 days prior to the appointment date and shall forward a copy of this notice, along with the appropriate application form, to each board or commission member whose term is about to expire. The Clerk shall include a copy of each completed application and conflict of interest statement (if applicable) in the 20 Council Rules of Procedure Adopted March 14, 1994 As Amended Through June 13, 2016 56 P111 r 4' Council packet. Each applicant for a position on a Council appointed board or commission, shall make a brief presentation to the City Council regarding their qualifications and reasons for wishing to serve. The Clerk shall provide ballots containing the names of all applicants to the Council. Each Council Member shall vote a ballot, marking a number of names totaling the number of vacant seats to be appointed, and shall sign the ballot in the space provided and shall forward all ballots to the Clerk for counting and tabulation. The Clerk shall read the votes aloud and announce to the Council the number of votes cast for each applicant. The Council shall declare the vacancies filled by those applicants receiving the highest numbers of votes. In the event the number of applicants equals the number of vacant seats, the Council may move to appoint each of the applicants to a seat on tl-ie board or commission rather than proceeding with the ballot process. RULE 39. COUNCIL TRAVEL The Council may appropriate funds for Council travel in the Mayor/Council department of the annual City budget. Any Council Member who desires to expend Council travel funds shall complete the regular City Travel Authorization Form available in the Clerk's Office [Appendix A-2]. Upon their return, the Council Member must file all receipts for travel with the City Clerk and must sign a completed Travel/Expense Report Form [Appendix A-3]. The receipts and reimbursement form will then be forwarded to the Finance Department for processing, and payment will be made to the requesting party. Prior notice of all elected and appointed official travel must be given to the City Council. A written or oral report must be given to the Council following any such City -funded travel. (Resolution No. 96-0881 RULE 40. LOBBYING When necessary to further the city's lobbying efforts in Juneau or elsewhere, the Mayor shall represent the Council unless, in the opinion of the Council, another member of the elected body or one of its appointed boards or commissions would better represent the position of the city with respects to a particular issue. In any case, anyone representing the city in its lobbying efforts shall present a full report of their trip to the Council at its next regular meeting. In addition, they shall comply with the provisions of Rule 39. RULE 41. BUDGET PROCESS In September of each odd year, the Council shall meet in a work session with the City Administration to outline the budget policies and priorities for the two upcoming fiscal years. In accordance with these policies and priorities, the City Manager shall develop and present to the Council a budget proposal for the next two fiscal years at least 45 days prior to the next even fiscal year (November 16th). The Council shall schedule work sessions and public hearings as appropriate and shall make any adjustments it feels are warranted and shall adopt the budgets of the City at a regular meeting held not less than ten (10) days prior to the end of the fiscal year (December 21st) (this is usually the first regular meeting in December). [City Charter Chapter 6; SCC,¢ 5, 05.15] 21 Council Rules of Procedure Adopted March 14, 1994 As Amended Through June 13, 2016 57 P112 RULE 42. BOARD OF ADJUSTMENT The City Council is designated to be the Board. of Adjustment for the City and the Mayor is designated the Chairperson of the Board of Adjustments. An appeal hearing conducted by the Board of Adjustment is held on the basis of the record established before the commission or other body and the record on appeal. The Council may allow for oral presentations by the administration and the appellant; however, no new evidence may be received or considered by the Board of Adjustment hearing the appeal [SCC § 2.10. 080 and §15.10.4151. 22 Council Rules of Procedure Adopted March 14, 1994 As Amended Through June 13, 2016 58 P113 G r SECTION V - SPECIAL CONSIDERATIONS FOR COUNCIL MEMBERS � Elected officials, like employees, may be held liable for what they both say and do, either individually or collectively. There may be either case law or statutory responsibility for certain behaviors on the part of elected officials. The following is a description of the most common legal areas of concern. CONFLICTS OF INTEREST There are a number of prohibitions commonly outlined in the statutes. Whether Iegally mandated or not, the following guidelines make sense, from a political, ethical and liability standpoint: (a) Elected officials should not fix their own wages or benefits during their immediate term of office; (b) Officials should not have a financial interest in, or vote on, a matter where the elected official's financial interest is especially affected; (c) An elected official should not have a personal financial interest in contractual matters over which they have any supervisory control; and (d) A public officer should not hire their spouse or child as an employee, unless said spouse or child is employed for unskilled day labor at wages not exceeding $100 in any calendar month. APPEARANCE OF FAIRNESS When governing bodies hold hearings that affect individual or property rights (quasi-judicial proceedings), they should be governed by the same strict fairness rules that apply to cases in court. The rule basically states that hearings must not only be fair, they must appear fair. OPEN PUBLIC MEETINGS Public agency actions and deliberations should be conducted openly, and all persons must be allowed to attend unless "unruly", or otherwise excluded by law, such as executive sessions, labor negotiations, social gatherings (unless business is discussed), and certain quasi-judicial proceedings. A meeting is generally defined as any gathering of four or more governing body members (or a quorum, whichever is less) where city business is discussed. Meeting places should not be designed to exclude members of the public, and the time and place of a special meeting must be designated. Except in an emergency, users shall not use email, instant messaging, text messaging, or similar forms of electronic communications at any time during a meeting of the City Council. Users shall not use a city -issued mobile device in any way as to violate the Open Meetings Act requirements of the State of Alaska. 23 Council Rules of Procedure Adopted March 14, 1994 As Amended 'through June 13, 2016 59 P114 CLASSIFICATION OF MOTIONS Motions. also mfcrmd to as `questions". are proposals made before the meet- ing for consideration mid action of the members. Roberts Rules of Order clas- sifies motions as follows: Privileged Motions - The highest ranking motion, one that is not directly, related to am• other notion being considered but takes pr+ecedenee m-er it and all other motions. (i.e. - emotion to adjourn) Incidental Motions - a motion that is prompted by or arises from another motion. Subsidiary or secondaey motions - a motion applied to an - Other Motion curmutly being considered as a ineans of dis- posing of the other notion. Main or principal motion - any motion to introduce business at a meeting. 1, PRIVILEGED MOTIONS 1. To fix time of next meeting 2. To Adjourn 3. Question of Privilege 4. To call for Orders of the Days 2. UNCU DEENTAL MO'T'IONS 1. Rise to a point of Order 2. Appeal 3. To Suspend the Rules 4. To create special orders 5. To Withdraw or Renew a Motion 6. Voting - Division - Motion to Ballot 7. Objection to Consideration Council Rules of Procedure Adopted March 14, 1994 As Amended Through June 13, 2016 110 P115 Council R Robert's Rules Parliamentary entar Procedure Motions Chart The anatlons below are UsW in cTor of datum, A motions can E Irr arch �$ It Is higher ora the chart than tWg pending MoVon. yes No No No benne §?a Submit matter to 1 alpp aW fMrn the § You Went: You Sayer; Mereoprt? Znd? Debi? Amend? Veft? §21 Close meeting 1 move to adjourn No Yes deo No Majwty 920 Take broak Register I move to recess tae.. 1 rise to a Question of NO Yes No ices Majority complaint privilege Yes No No No done 918 Make follow I rag for the onlers of 927 D;vide motion I roove to divide the agendz. am day Yes No to No None §17 Lay a gde 1 move to toy the Vag NO NO lila monr? §33 Parliamentary law Parliamentary impiry temporarily quests on the table No Yes No No Majority 616 Close debate I Mon the 0mvious ifftrmation yes ft No NO None Moeone That Bring o Queetka Agahf Before the Aammbir - no order of precedence. gaaest" no Y" No me 2/3 015 Urt* or extends I move that debaW be from table from the table... No Yes No No JMajorky debate Limited to... No Yes No Yes 2/3 §14 Postpone to a I rno" to postpone the Yes Yarrie5 No Maty certain time motlim to... NO Yes yes yes Majority 919 R+efen Go i move v to thecom committeemotion�... No Yes Yes Yes Majority giz Modify warding 10 themotion nxgm byarraend NO Yes Yes Yes bWoft §11 Kill main motion I move that the Motlnrr kNo Yes Yes Na Majority 910 I3rinQ b9aslness 1 move that before caner MY (a nwn ""On) Ear "to"j... No Yes rig ft ftionty 3rrclo t111 M*ticns - sur order n7 preoedesma. &mace tMCkkntadiy and are dedded ice. § You want, You fty: apt? 2nd'? Debafbe? Amend? Vart!e? 923 Enforce rules P61M of Order yes No No No benne §?a Submit matter to 1 alpp aW fMrn the assemly demon of the chair Yes Yes Varies No Irlajotity 92S Suspend mles I move to susperd the rules No Yea lk►:o Na 2/3 526 kwald min mw n ; GOA to ft al "tiler owwftarAn of the VU No NO No 2/3 que an 927 D;vide motion I roove to divide the quoWon !to Yes No Yes Majority 929 Demand a rirvr:p bias vote Vag NO NO lila monr? §33 Parliamentary law Parliamentary impiry question Yes No No Na done 633 Request for Request for lrrf tabor ifftrmation yes ft No NO None Moeone That Bring o Queetka Agahf Before the Aammbir - no order of precedence. Introduce onIV when nothing else Is peading. 4 You Want: You Says: Interni indY ata? Amend? V*W §34 Take ranter I move to take from table from the table... No Yes No No JMajorky §35 CancLq 1 itlove to nescind.., previous action No Yes Yes yes ority 2i3 2/3 or Majority §37 Reconsider t move to a 13, 2D16 nasion reconsider- No Yes Yarrie5 No Maty KOV lob I PRAMO T 10-0 OUA %46V NW-Tm 4m L 04wm I" "Oog pit am **3*is V* ChA. Sol 'm Wmalk-n, cpwmsm. C, -m madm ON"Of", IVT^lt pov th %OAK d&Ary wo WK N't tip rwS Council Rules of Procedure C-3 o vu ~ fo* ym Mawt W&N at ft dqvvj:%%0 to spm im cam sk Owwoft lofto" • "0 10 we W4 ,rt W W&IV *-a IDS40"ft, Adopted March 14, 1994 112 P117 Y. Im emax fvft IM400TWO -ftchmam`Are m *@wfywv*QAww0 0 olm 0 w -m-, 030" ;x10! FL �ttr -TftClair &wmov,*b ft FWkft As Amended Through June 13, 2016 Sponsored by: PACAB CITY OF SEWAR.D, ALASKA PORT AND COMMERCE ADVISORY BOARD RESOLUTION 2019-002 A RESOLUTION OF THE SEWARD PORE' AND COMMERCE ADVISORY BOAR3D (PACAB) RECOMMENDINC COUNCIL AUTHORIZE AND PROCEED WITH A COMPREHENSIVE WATER ANIS SEWER RATE STUDY WHEREAS, PACAB's responsibilities are listed in SCC§ 2.30.325 Powers and Duties and includes providing input to the Council on policy and procedural matters involving the establishment and continuance of commercial activity, improving the quality of life and protecting the public's best interest; and WHEREAS, the last formai rate study completed for the Water and Sewer Rates was in 1$93, and before that the last formal rate study was completed in 1983; and WHEREAS, since 1993 the City experienced significant growth and changing consumption patterns; and WHEREAS, City Stab reviewed with recommendations and Council adjusted rates in subsequent years to the best of their ability; and WHEREAS, additional growth and needed expansion of both these utilities is expected in upcoming years; and WHEREAS, a comprehensive rate study should at a minimum include an analysis of 1) Revenue Requirements, 2) Cost of Service, 3) Rate Design; and WHEREAS, prior to implementation the public should have at least one opportunity to comment on the recommended rates including the level of rate increases, impact on individual and groups of customers, and questions in regards to the methodology; and WHEREAS, PACAB could be used as the forum for the rate study public process prior to final Council Approval of new rates. that: NOW, THEREFORE, BE IT RESOLVER by the Port and Commerce Advisory Board Section 1. PACAB recommends Council Authorize and Proceed with a Comprehensive Water and Sewer Rate Study in 2019. Section 2. This resolution shall take effect immediately upon its adoption. P118 Port and Commerce Advisory Board Resolution 2019-02 PASSED AND APPROVED by the Port and Commerce Advisory Board of the City of Seward, Alaska this 2nd day of January, 2019, THE CITY OF SEWARD, ALASKA AYES: Hughes, Schneider, Paquette, Lemas, Terry NOES: ABSENT: Jaffa, Lawrence ABSTAIN: VACANT: ATTEST: Brenda J. Ballou, MMC City Clerk (City Seal) P119 Sponsored by: PACAB CITY OF SEWARD, ALASKA PORI' AND COMMERCE ADVISORY BOARD RESOLUTION 2019-01 A RESOLUTION OF THE SEWARD PORT AND COMMERCE ADVISORY BOARD (PACAB) RECOMMENDING COUNCIL APPROVAL OF PACAB PRIORITIES FROM FEBRUARY 2019 to FEBRUARY 2020 and ERIEAS, PACAB's responsibilities are Listed in SCC§ 2.30.325 Powers and Duties; AREAS, City Council and PACAB held a joint work session on March 27, 2018 to review unci update the current Priorities List; and WHEREAS, at its December 19, 2018 Regular Meeting the PACAB reviewed and refined the Priorities List. that: NOW' THEREFORE, BE IT RESOLVED by the Port and Commerce Advisory Board Section I. The following List of Priorities through February 2020 is hereby approved by the Board and recommended to Council for their approval: PR19 TIES o Review taxes, especially vessel property tax o Review the Harbor Tariff as needed o Work to support industries to Seward including the Community Development Quota (CDQ) fleets and related industries, oil & gas related industries, transportation, vessel maintenance and repair facilities and commerciaysport fishing industry © Help lead Seward Marine Industrial Center (SMIC) development ® Prioritize City, State and Federal Priorities for Port & Commerce Initiatives (October} a Continue exploration of energy alternatives, sponsor energy fair and/or other continuing community education, develop a Seward Renewable Energy Plan, review Title 15 including process and procedures for alternative infrastructure energy connection to city ® Continue to send a board member to the Alaska Municipal League Annual Conference (AML) o Create a Climate Action Plan (2020) o Support the Blue Pipeline Initiative 0 Review utility infrastructure for future growth and developrr3ent. P120 Port and Commerce Advisory Board Resolution 2019-01 Section 2. This resolution shall take effect immediately upon its adoption. PASSED AND APPROVED by the Port and Commerce Advisory Board of the City of Seward, Alaska this 2nd day of January, 2019. THEM Y�DF-SE, ALASKA Christef'al Terry, AYES: Hughes, Schneider, Paquette. Lemas. Terry NOES: ABSENT: Jaffa. Lawrence ABSTAIN: VACANT: ATTEST: Brenda J. Ballou, NEMC City Clerk (City Seal) P121 .ks � �,■; �k A $ � £ d k �u $ s § -ria ƒ 0 J ., r a Q i E- . 4 a e. CLpt 0$ �2 - ��,�■ a _ Ei- CL��E E 2 §�7» �k�U. .■ ƒ § m �_ � � � q cv Ln _ ■ �■;■ �, � Al 2 D q e m jw■ 2_ 7� a 0; 2 u� « 2 E� CL / § CD rj .C4m k L LE E CL UD � 2�E k $� § 'a A — Ln 00 Ln CL � ... w nc M mE m u P122 P12 3 - � ■ krn ko q f Vcu ~ a s � 2 5 c -LA E.� E,28I �. 'i CL A��2 --� LL m N ��q��� � � . . . � m � -_,■ � � r § -� ■ 2 JE CL co Ln m m 0 « k L LU m M : §CO� � • ■ aLA E ECLILI% q en �f a v� � 2 Eg Q R Ln � � � _ own '� � a CL co P12 3 - � _._ co Ln m f c �}/? \■R L �k� & m o # $k�/ ■ ~_■■m � .� . cn � ® --•■�� � �,;■ � a 2 � I ~ L fn m ¢ en 2 LU ƒ coLn ` q M � m � ch/ � fE ® 2 CL � `. 00 \ � k z 0 cli akd � � � � k OD O Lncli UD / P124 PACAB Goals Calendar 2019 Meeting Schedule Regular Meeting Work session REGULAR MEETING SUGGESTED AGENDA ITEMS January 2 . Review and discuss RES 2019-01 PACAB priorities • Review and discuss RES 2019-02 Seward Rate Study January 22 • Joint work session with P&Z commission- SMIC dev req and zoning February 6 . Presentation by Justin Sternberg, Seward Blue Pipeline Manager • Discuss Commercial Fishing Trawler Fleet impact on Seward • Discuss the follow up direction from the January 22 joint work session with P & Z • Discuss the Anchorage Climate Action Plan February 20 • Discuss and set 2019 PACAB priorities and meeting schedule March 6 • Fishing Trawler Fleet • Seward Airport March 6 . Alternative Energy work session with City Council — discussing the Andy Baker Lowell Canyon Generation Results March 20 • Work Session topic TBD as needed April 3 • Vessel Property Tax • Continue exploration of energy alternatives, sponsor energy fair and/or other continuing community education, develop a Seward Renewable Energy Plan, review Title 15 including process and procedures for alternative energy connection to city infrastructure. • Community Development Quota (CDQ) update April 17 • Review utility infrastructure for future growth and development/Rate Study • Housing • Climate Action Plan May 1 . Vessel Property Tax • Continue exploration of energy alternatives, sponsor energy fair and/or other continuing community education, develop a Seward Renewable Energy Plan, review Title 15 including process and procedures for alternative energy connection to city infrastructure. • Community Development Quota (CDQ) update? • Review utility infrastructure for future growth and development/Rate Study • Housing • Climate Action Plan REGULAR MEETING SUGGESTED AGENDA ITEMS JUNE to end of August . HIATUS - MEET AS NEEDED September 4 • Legislative Priorities • Budget Review The meetings for this month have been switched. . Housing • Review utility infrastructure for future growth and development/Rate Study September 18 update October 2 • Discuss sending a Board Member to AML • Review SMIC development and tariff • Budget • Prioritize City, State and Federal Priorities for Port & Commerce Initiatives October 16 • Review SMIC development and tariff November 6 • Review utility infrastructure for future growth and development/Rate Study November 27 Work Session topic TBD as needed December 4 . Approve Resolution for PACAB priorities (2020) December 18 Work Session topic TBD as needed