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HomeMy WebLinkAbout11122013 City Council Packet Seward City Council Agenda Packet ... fir k VETERANS DAY Honoring Our Nation's Veterans November 12, 2013 Tuesday City Council Chambers Beginning at 7:00 p.m. 1963 1965 2005 The City of Seward, Alaska bitkal CITY COUNCIL MEETING AGENDA -.'i All-America City {Please silence all cellular phones and pagers during the meeting} �c ► November 12, 2013 7:00 p.m. Council Chambers Jean Bardarson 1. CALL TO ORDER Mayor 2. PLEDGE OF ALLEGIANCE Term Expires 2015 3. ROLL CALL 4. CITIZEN COMMENTS ON ANY SUBJECT EXCEPT THOSE Marianna Keil ITEMS SCHEDULED FOR PUBLIC HEARING [Those who Vice Mayor have signed in will be given the first opportunity to speak. Time is Term Expires 2014 limited to 3 minutes per speaker and 36 minutes total lime,for this agenda item.] Vacant 5. APPROVAL OF AGENDA AND CONSENT AGENDA Council Member [Approval of Consent Agenda passes all routine items indicated by Term Expires 2014 asterisk (*). Consent Agenda items are not considered separately unless a council member so requests. In the event of such a request, Vanta Shafer the item is returned to the Regular Agenda] Council Member Term Expires 2015 6. SPECIAL ORDERS, PRESENTATIONS AND REPORTS Christy Terry A. Proclamations and Awards Council Member Term Expires 2015 1. Introduction of Teen and Youth Council Members Pg. 4 2. Recognition for outgoing members of council: David Squires • Mayor David Seaward Council Member Term Expires 2015 • Council Member Bob Valdatta Ristine Casagranda B. Borough Assembly Report Council Member C. City Manager's Report Term Expires 2014 D. Other Reports and Presentations 1. Presentation by Ed Morrison of Strategy-Nets on the Seward James Hunt Economic Growth Plan. City Manager 2. Statements from applicants interested in the vacant City Council Johanna Kinney seat: Robert Thomas, Dale Butts, Tim McDonald, and John French. City Clerk Cheryl Brooking City Attorney City of Seward, Alaska Council Agenda November 12, 2013 Page 1 7. PUBLIC HEARINGS A. Resolutions Requiring Public Hearing 1. Resolution 2013-097, Amending The Wastewater Tariff By Upward Adjusting All Rates And Fees By 5.2% Effective The First Billing Cycle In January 2014 Pg. 5 2. Resolution 2013-098, Amending The Wastewater Tariff By Upward Adjusting All Rates And Fees By An Additional 5.2% Effective The First Billing Cycle In January 2015.Pg. 11 B. Other Public Hearing Items 1. Resolutions 2013-080 through 2013-090, Adopting the City General Fund, Small Boat Harbor Enterprise Fund, SMIC Enterprise Fund, Parking Enterprise Fund, Electric Enterprise Fund, Water Enterprise Fund, Wastewater Enterprise Fund, Hospital Enterprise Fund, Seward Mountain Haven Enterprise Fund, and Motor Pool Internal Service Fund Biennial Budgets For Calendar Years 2014 And 2015, Adopting the 2014-2015 Capital Improvement Plan, And Setting The Mill Rate.(Clerk's Note: These resolutions are before the public for an additional but not required public hearing and will be taken action on under "New Business") ..Pg. 17 8. UNFINISHED BUSINESS -None 9. NEW BUSINESS A. Resolutions 1. Resolutions 2013-080, Adopting The City General Fund Biennial Operating Budget For Calendar Year 2014 And 2015 And Setting The Mill Rate Pg. 18 2. Resolutions 2013-081, Adopting The Small Boat Harbor Enterprise Fund Biennial Budget For Calendar Years 2014 And 2015 .Pg. 30 3. Resolutions 2013-082, Adopting The SMIC Enterprise Fund Biennial Budget For Calendar Years 2014 And 2015 Pg. 36 4. Resolutions 2013-083, Adopting The Parking Enterprise Fund Biennial Budget For Calendar Years 2014 And 2015 Pg. 39 5. Resolutions 2013-084, Adopting The Electric Enterprise Fund Biennial Budget For Calendar Years 2014 And 2015 Pg. 43 6. Resolutions 2013-085, Adopting The Water Enterprise Fund Biennial Budget For Calendar Years 2014 And 2015 Pg. 49 7. Resolutions 2013-086, Adopting The Wastewater Enterprise Fund Biennial Budget For Calendar Years 2014 And 2015 Pg. 55 8. Resolutions 2013-087, Adopting The Motor Pool Internal Service Fund Biennial Budget For Calendar Years 2014 And 2015 Pg. 61 City of Seward, Alaska Council Agenda November 12, 2013 Page 2 9. Resolutions 2013-088, Adopting The Hospital Enterprise Fund Biennial Budget For Calendar Years 2014 And 2015 Pg. 65 10. Resolutions 2013-089, Adopting The Seward Mountain Haven Enterprise Fund Biennial Budget For Calendar Years 2014 And 2015 Pg. 69 11. Resolutions 2013-090, Adopting The 2014 - 2015 Capital Improvement PlanPg. 72 12. Resolution 2013-100, Authorizing Expenditures In An Amount Not To Exceed $75,000 For The Seward Community Health Center, And Appropriating Funds Pg. 85 13. Resolution 2013-101, Authorizing Expenditures In An Amount Not To Exceed $150,000 To Remodel The Hospital Building To Improve Patient Flow For Clinic Patients And To Prepare For Operation As A Community Health Center, And Appropriating Funds Pg. 89 *14. Resolution 2013-102, Supporting And Participating In The Seward Economic Growth Plan (SEGP) Initiated And Maintained By The Seward Chamber Of Commerce, Conference And Visitor's Bureau (Chamber) .Pg. 93 15. Resolution 2013-103, Supporting The Alaska Tobacco Control Alliance's Initiative To Make All Alaska Workplaces 100% Smokefree Pg. 127 16. Resolution 2013-104, Authorizing The City Manager To Enter Into An Agreement With The Army Corps Of Engineers To Inspect The Lowell Creek Flood Diversion, With An Agreement Total Of $50,000, And A City Share Of 50%, Shared Amount Of $25,000, And Appropriating Funds Pg. 133 B. Other New Business Items *1. Non-objection to the liquor license renewals for Peking Restaurant, Gateway Liquor & Food Mart, Seward Brewing Co. Restaurant, and Seward Brewing Co. Brewpub .Pg. 149 2. Mayor appoint a Kenai Peninsula Economic Development District representative and direct individual Boards & Commissions to file periodic reports to the City Council........Pg. 169 3. Vote and appoint qualified candidate to fill the council vacancy with a term to expire October 2014 Pg. 170 4. Swear-in and seat new council member with a term to expire October 2014Pg. 180 5. Reschedule the work session to discuss transient merchants on the South Harbor Uplands. 6. Cancel the November 25, 2013 and December 23, 2013 City Council Meetings...Pg. 181 10. INFORMATIONAL ITEMS AND REPORTS (No Action Required) A. Project Cost Summary of Electric Warehouse Pg. 182 11. COUNCIL COMMENTS 12. CITIZEN COMMENTS 13. COUNCIL AND ADMINISTRATION RESPONSE TO CITIZEN COMMENTS 14. ADJOURNMENT City of Seward, Alaska Council Agenda November 12, 2013 Page 3 PROCLAMATION WhLRI AS, the City of 5eward's Parks and Recreation Department, through the Teen Fy Youth Center (TYC) division, mentors youth and teens through three organized volunteer service councils, including Youth,Junior and Teen; and WHEREAS, the young people involved in these councils are guided by the TYC in skill development,community service, leadership and recreational activities;and WHEREAS, the Teen Council, which celebrated its 28th Anniversary this year, attracts high school age students with resume building, leadership and scholarship possibilities, and its members assist elementary age children in `homework help';and WHEREAS, the Junior Council successfully guides middle school students in snack room sales, inventory planning, customer service skills,and event hosting and planning; and WHEREAS, the Youth Council coaches 5th and 6'E' grade students in the introduction of- teamwork and council work, helping neighbors,and event decoration and planning; and WHEREAS, all three councils develop critical life lessons by contributing thousands of hours of volunteer work, earning merit points and raising up to $9,000 per year in fund-raising; and WHEREAS, the community of 5eward takes great town pride in the service and leadership of our youth and young adults. NOW, THEREFORE, be it resolved that I, Jean fardarson, Mayor of the City of 5eward,Alaska, do hereby proclaim Tuesday, November i 2, 20 i 3 to be TYC Councils Day in the City of Seward, and urge all citizens to recognize and thank our Councils for their dedication, commitment and hours of service. Dated this 1 26 Day of November,201 3 THE.CITY Or 5E.WARD,ALASKA 0 .. r ° ,,c.".4 "tei, 44, ' ► 'f Jean 5ardarson,Mayor THE PLACE TO BE?" Sponsored by: Hunt CITY OF SEWARD,ALASKA RESOLUTION 2013-097 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, AMENDING THE WASTEWATER TARIFF BY UPWARD ADJUSTING ALL RATES AND FEES BY 5.2% EFFECTIVE THE FIRST BILLING CYCLE IN JANUARY 2014 WHEREAS, the most recent external comprehensive study of the City of Seward's utility rates was conducted sixteen years ago (in 1993) by R.W. Beck, resulting in several amendments to the City's wastewater tariff; and WHEREAS, the Wastewater Tariff generally provides for automatic rate and fee increases effective the first billing cycle of each calendar year, equal to an average of the five previous published years' consumer price index, all items, 1982-84=100 for all Urban Consumers, Anchorage, Alaska Area(CPI); and WHEREAS, because the Wastewater Fund does not generate sufficient revenues to cover its costs of operations and debt service, and to enable the Fund to address upcoming capital improvement project needs related to the City's two sewage lagoons, the City will increase rates by 5.2% in 2014 rather than by the five-year average CPI rate of 2.6%; and WHEREAS, the City of Seward's enterprise funds are operated in a manner similar to private business entities, in that they establish charges intended to cover the full cost of providing services (including direct and indirect costs) including operations and maintenance, overhead, system expansion, and charges for the use of capital facilities; and WHEREAS, in order to qualify for low-interest loans and bond financing for capital infrastructure, the City must be able to demonstrate the adequacy of utility rates as well as the financial capacity for debt repayment; and WHEREAS, annual rate adjustments will assist in demonstrating the City's commitment to maintaining a financially sound utility, and will serve to mitigate potential `rate shock' associated with infrequent rate hikes. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD,ALASKA that: Section 1. The rates, fees, and charges incorporated herein by reference and attached hereto as "Sewer Rates and Charges — 2014" are effective January 1, 2014, and are hereby ADOPTED. 5 CITY OF SEWARD, ALASKA RESOLUTION 2013-097 Section 2. All previous resolutions in conflict herewith are hereby repealed effective December 31, 2013. Section 3. This resolution shall take effect ten days following approval. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 121h day of November, 2013. THE CITY OF SEWARD,ALASKA Jean Bardarson,Mayor AYES: NOES: ABSENT: ABSTAIN: ATTEST: Johanna Kinney, CMC City Clerk (City Seal) Sewer Rates and Charges - 20143 Rates for Sewer by Class of Service ANNUAL RATE ADJUSTMENT: The rates and fees herein provided are adjusted 5_26%beginning the first billing cycle of the 20143 calendar year. The rates thereafter will be adjusted annually beginning the first billing of each calendar year to reflect an average of the five previous published years' annual increase in the Consumer Price Index, All Items, 1982-84=100 for all Urban Consumers,Anchorage,Alaska Area("CPI")as published by the United States Department of Labor,Bureau of Labor Statistics. (For example,20131 rates reflected an increase based on the average CPI for 20064-201004.) GROUP A-RESIDENTIAL Group A includes all residential customers living in single family or multiple family living units. Multiple I family units includes multi-plexes, apartments and townhouses, but excludes hotels, motels and similar transient accommodations. GROUP B - SMALL GENERAL SERVICE Group B includes commercial enterprises where the use of water is incidental to the commercial activity and is primarily limited to domestic and janitorial use. This class of service includes such businesses as hotels, motels, professional office buildings, barber shops, warehouses, libraries, public offices, churches and theaters, etc. GROUP C - LARGE GENERAL SERVICE Group C includes commercial enterprises where water usage is greater than in Small General services and/or water is used for food preparation or other activities, but not for industrial processing. GROUP D - METERED COMMERCIAL & INDUSTRIAL SERVICE Group D includes commercial and industrial enterprises where water usage is greater than for small businesses and/or water is used for food preparation, other activities and industrial processing as well as general domestic users. BASIS FOR MONTHLY FEES AND CHARGES GROUPS A - D NON-METERED SERVICES Non-metered sewer users in Groups A, B and C shall be charged at the rate of$56.1253.35per ERU per month, not including tax, when the water service and sewer service serve the same activities. If the activities serviced by the sewer services are different than those served by the water service, a water charge shall be computed based on the activities served by the sewer. The sewer rate shall then be computed at 1.2 times the established water charge. City of Seward Sewer Tariff-Revised 11/12/201310103/20134-, Effective January 1, 20143 Page 4-1 METERED SERVICES Users with metered service (Group 0) shall be charged for sewer service according to the rates listed below. The charge shall be based upon the quantity of metered water, except that those users having a sewer meter shall be charged for the quantity of sewage actually metered. The quantity of sewage will be adjusted if a significant amount of wastewater is not discharged into the city sewer system. Minimum Charge for Each Metered Service Service Size Minimum Monthly Charge 3/4" - 1" water service $47.88/15.51 1-1/2" - 2" water service $79.2375.31 2-1/4" - 4" water service $199.74189.87 Over 4" water service $998.67949.31 Charge for Consumption Gallons of Sewage Discharged per Month Charge per 1,000 Gallons Groups A, B & C Group D First 10,000 Gallons $7.03648 $11.2910.73 Next 40,000 Gallons $5.635.35 $9.04849 Next 50,000 Gallons $4.674,44 $7.547.17 Next 100,000 Gallons $4.214440 $6.816,47 Next 500,000 Gallons $2.084,98 $4.3844-6 Next 500,000 Gallons $2.08-1,98 $4.38446 All Additional Gallons $2.084,98 $4.384,4-6 GROUP E - SPECIAL RATES AND FEES Group E includes charges for other categories of service not included in Groups A through D. I City of Seward Sewer Tariff-Revised 11/12/201310103120134, Effective January 1, 20143 Page 4-2 1. Users generating sewage with a BOD and Specified rate in rate tables times a factor of the SS loading in excess of mg/1 (upon a deter- actual BOD and SS loading divided by 250, plus mination by the utility manager that the the cost of testing concentration and characteristics of the sewage will not cause a detrimental effect upon the sewer system and/or treatment plant[BOD = ABiological Oxygen Demand@ and SS = ASuspended Solids @] 12. Tank Truck Operators: Fresh sewage, or Per thousand gallons: $54.4851.79 waste from portable or chemical toilets, provided the utility manager determines the waste will not be detrimental to the sewer system and/or treatment plant. NOTE: It is prohibited to discharge into the city=s sewer system, septic tank waste or any waste containing toxic or other materials that could cause the city=s discharge to violate the EPA or DEC discharge permit. 3. Recreational Vehicles: Individual RV No fee owners utilizing city-owned or approved dump sites $0.9287. per day Per RV, camper or trailer permit, Public and private campground operators not including tent campers. [Operators must maintain sufficient records to compute a monthly payment, and such records shall be made available to the city upon request.] 4. Ship's Sewage: Not accepted 5. Sewer Service Connection Fee: Installed at property owner=s expense. Any work performed by the city will be charged at total cost, including labor, overhead, administration, materials and equipment PLUS a$131.50125.00 connection fee. 6. Sewer Service Inspection Fee: This fee shall be charged for services installed by $105.20100.00 anyone other than the city. 7. Unauthorized Connection or Discharge 1 into the City Sewer System: Per Occurrence $825.3574754 PLUS Cost of repair, restoration or cleanup by city 9 I City of Seward Sewer Tariff-Revised 11/12/201310103/20134, Effective January 1, 20143 Page 4-3 PLUS State and/or federal penalties& charges Actual cost, including city overhead, adminis- levied against the city or individual8. tration, labor, materials and equipment Restoration of Sewer Service and Repair of Damage by Owner or Contrac- tor to City Facilities: 9. Locate Sewer Main: First Locate: No Charge ( Each Additional Locate: $82.5378.45 Large projects requiring several locates will be under a special contract and may require a fee. 110. Security Deposit: If a water security deposit Domestic: $41.2639.22 was paid, no additional deposit will be (Single family& duplex) required. If no water deposit was paid, the Commercial: $123.79117.67 following deposits will be charged. Multi-Family: $123.79117.67 11. Contractor Work: Any contractor tapping $5000.00 Bond or equivalent cash guarantee into a city sewer main, or otherwise working payable to the city on a city sewer main, must be properly licensed to perform the work and must provide: 12. Sewage Meter: Computed from the quantity of metered water delivered to the same activity unless a sewage meter has been installed. Sewage meters approved by the city may be installed at the user=s expense. 13. Delinquent Account Charges: Interest rate: 10.5% per annum 1 Monthly late fee: $6.155.8'1 10 City of Seward Sewer Tariff-Revised 11/12/201310/03/20133, Effective January 1, 20143 Page 4-4 Sponsored by: Hunt CITY OF SEWARD,ALASKA RESOLUTION 2013-098 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, AMENDING THE WASTEWATER TARIFF BY UPWARD ADJUSTING ALL RATES AND FEES BY AN ADDITIONAL 5.2% EFFECTIVE THE FIRST BILLING CYCLE IN JANUARY 2015 WHEREAS, the most recent external comprehensive study of the City of Seward's utility rates was conducted sixteen years ago (in 1993) by R.W. Beck, resulting in several amendments to the city's wastewater tariff; and WHEREAS, the Wastewater Tariff generally provides for automatic rate and fee increases effective the first billing cycle of each calendar year, equal to an average of the five previous published years' consumer price index, all items, 1982-84=100 for all Urban Consumers, Anchorage, Alaska Area(CPI); and WHEREAS, because the Wastewater Fund does not generate sufficient revenues to cover its costs of operations and debt service, and to enable the Fund to address upcoming capital improvement project needs related to the city's two sewage lagoons, the city will increase rates by 5.2% in 2015 rather than by the five-year average CPI rate of 2.6%, which increase is in addition to the rate increase of 5.2%effective in 2014; and WHEREAS, the City of Seward's enterprise funds are operated in a manner similar to private business entities, in that they establish charges intended to cover the full cost of providing services (including direct and indirect costs) including operations and maintenance, overhead, system expansion, and charges for the use of capital facilities; and WHEREAS, in order to qualify for low-interest loans and bond financing for capital infrastructure, the city must be able to demonstrate the adequacy of utility rates as well as the financial capacity for debt repayment; and WHEREAS, annual rate adjustments will assist in demonstrating the city's commitment to maintaining a financially sound utility, and will serve to mitigate potential `rate shock' associated with infrequent rate hikes. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA that: Section 1. The rates, fees, and charges incorporated herein by reference and attached hereto as "Sewer Rates and Charges — 2015" are effective January 1, 2015, and are hereby ADOPTED. \ ' CITY OF SEWARD, ALASKA RESOLUTION 2013-098 Section 2. All previous Resolutions in conflict herewith are hereby repealed effective December 31, 2013. Section 3. This resolution shall take effect ten days following approval. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 12th day of November, 2013. THE CITY OF SEWARD,ALASKA Jean Bardarson,Mayor AYES: NOES: ABSENT: ABSTAIN: ATTEST: Johanna Kinney, CMC City Clerk (City Seal) 1 /1 Sewer Rates and Charges - 20154 Rates for Sewer by Class of Service ANNUAL RATE ADJUSTMENT: The rates and fees herein provided are adjusted 5.2%beginning the first billing 'cycle of the 20154 calendar year. The rates thereafter will be adjusted annually beginning the first billing of each calendar year to reflect an average of the five previous published years' annual increase in the Consumer Price Index, All Items, 1982-84=100 for all Urban Consumers,Anchorage,Alaska Area("CPI")as published by the United States Department of Labor,Bureau of Labor Statistics. (For example, 20143 rates reflect an increase based on the average CPI for 2007e-20110.) GROUP A- RESIDENTIAL Group A includes all residential customers living in single family or multiple family living units. Multiple family units include multi-plexes, apartments and townhouses, but excludes hotels, motels and similar transient accommodations. GROUP B - SMALL GENERAL SERVICE Group B includes commercial enterprises where the use of water is incidental to the commercial activity and is primarily limited to domestic and janitorial use. This class of service includes such businesses as hotels, motels, professional office buildings, barber shops, warehouses, libraries, public offices, churches and theaters, etc. GROUP C - LARGE GENERAL SERVICE Group C includes commercial enterprises where water usage is greater than in Small General services and/or water is used for food preparation or other activities, but not for industrial processing. GROUP D - METERED COMMERCIAL & INDUSTRIAL SERVICE Group D includes commercial and industrial enterprises where water usage is greater than for small businesses and/or water is used for food preparation, other activities and industrial processing as well as general domestic users. BASIS FOR MONTHLY FEES AND CHARGES GROUPS A - D NON-METERED SERVICES Non-metered sewer users in Groups A, B and C shall be charged at the rate of$59.0456.12_per ERU per month, not including tax, when the water service and sewer service serve the same activities. If the activities serviced by the sewer services are different than those served by the water service, a water charge shall be computed based on the activities served by the sewer. The sewer rate shall then be computed at 1.2 times the established water charge. City of Seward Sewer Tariff-Revised 11/12/2013, Effective January 1, 20154 Page 4-1 METERED SERVICES Users with metered service (Group D) shall be charged for sewer service according to the rates listed below. The charge shall be based upon the quantity of metered water, except that those users having a sewer meter shall be charged for the quantity of sewage actually metered. The quantity of sewage will be adjusted if a significant amount of wastewater is not discharged into the city sewer system. Minimum Charge for Each Metered Service Service Size Minimum Monthly Charge 3/4" - 1" water service $S0.374-74g 1-1/2" - 2" water service $83.3579.23 2-1/4" - 4" water service $210.1.3199.74 Over 4" water service $1,050.60998.67 Charge for Consumption Gallons of Sewage Discharged per Month Charge per 1,000 Gallons Groups A,B & C Group D First 10,000 Gallons $7.407.03 $11.8811.29 Next 40,000 Gallons $5.92 $9.519.01 Next 50,000 Gallons $4.91447 $7.937.51 Next 100,000 Gallons $4.431.21- $7.166444- Next 500,000 Gallons $2.1924)8 $4.614:38 Next 500,000 Gallons $2.192,18 $4.614:38 All Additional Gallons $2.192:9 $4.614:38 GROUP E - SPECIAL RATES AND FEES Group E includes charges for other categories of service not included in Groups A through D. City of Seward Sewer Tariff-Revised 11/12/2013, Effective January I, 20154 Page 4-2 1. Users generating sewage with a BOD and Specified rate in rate tables times a factor of the SS loading in excess of mg/1 (upon a deter- actual BOD and SS loading divided by 250, plus mination by the utility manager that the the cost of testing concentration and characteristics of the sewage will not cause a detrimental effect upon the sewer system and/or treatment plant[BOD = ABiological Oxygen Demand@ and SS = ASuspended Solids @] 12. Tank Truck Operators: Fresh sewage, or Per thousand gallons: $57.31 a4 4S waste from portable or chemical toilets, provided the utility manager determines the waste will not be detrimental to the sewer system and/or treatment plant. NOTE: It is prohibited to discharge into the city=s sewer system, septic tank waste or any waste containing toxic or other materials that could cause the city=s discharge to violate the EPA or DEC discharge permit. 3. Recreational Vehicles: Individual RV No fee owners utilizing city-owned or approved dump sites $0.9842 per day Per RV, camper or trailer permit, Public and private campground operators not including tent campers. [Operators must maintain sufficient records to compute a monthly payment, and such records shall be made available to the city upon request.] 4. Ship's Sewage: Not accepted 5. Sewer Service Connection Fee: Installed at property owner=s expense. Any work performed by the city will be charged at total cost, including labor, overhead, administration, materials and equipment PLUS a$138.34131,50 connection fee. 6. Sewer Service Inspection Fee: This fee shall be charged for services installed by $110.67105.20 anyone other than the city. 7. Unauthorized Connection or Discharge into the City Sewer System: Per Occurrence $868.27; 35 PLUS Cost of repair, restoration or cleanup by city City of Seward Sewer Tariff-Revised 11/12/2013, Effective January 1, 2015-I Page 4-3 PLUS State and/or federal penalties & charges Actual cost, including city overhead, adminis- levied against the city or individual8. tration, labor, materials and equipment Restoration of Sewer Service and Repair of Damage by Owner or Contrac- tor to City Facilities: 9. Locate Sewer Main: First Locate: No Charge Each Additional Locate: $86.8282.53 Large projects requiring several locates will be under a special contract and may require a fee. 10. Security Deposit: If a water security deposit Domestic: $43.41,'6 was paid, no additional deposit will be (Single family& duplex) required. If no water deposit was paid, the Commercial: $130.231-23 following deposits will be charged. Multi-Family: $130.23123.7-9 11. Contractor Work: Any contractor tapping $5000.00 Bond or equivalent cash guarantee into a city sewer main, or otherwise working payable to the city on a city sewer main, must be properly licensed to perform the work and must provide: 12. Sewage Meter: Computed from the quantity of metered water delivered to the same activity unless a sewage meter has been installed. Sewage meters approved by the city may be installed at the user=s expense. 13. Delinquent Account Charges: Interest rate: 10.5% per annum Monthly late fee: $6.476.15 I City of Seward Sewer Tariff-Revised 11/12/2013, Effective January 1, 20154 Page 4-4 CITY OF SEWARD Comprehensive List of all Budget Changes by Fund/Department AMENDMENTS FROM 2014/2015 PRELIMINARY BUDGET Updated: 11/5/2013 ge—• General Fund: 2014 Budget 2015 Budget Positive(negative) Positive(negative) financial impact adjustment Description Department (25,000) (25,000)Add a contribution to Boys&Girl's club Contributions(1191) (15,000) (15,000)Increase contributions to Senior Center Contributions(1191) (13,403) (14,610)Add part-time animal control costs Animal Control(1212) (2,146) (3,132)Add part-time animal control costs Debt Service(1910) (15,000)One-time cost for property appraisals(split 50/50 with Harbor) Comm.Dev.(1150) 52,783 Freeze merit increases only during 2015 Various 8,452 Freeze merit increases only during 2015(reduces PERS) Debt Service(1910) 55,549 11,507 Increase sales tax estimate Revenues(0000) (2,000) - Increase cost to retrofit vehicle for animal control Animal Control(1212) t� (2,000) - Overall impact on General Fund reserves IV Harbor Enterprise Fund: 15,000 Split cost of property appraisals with Community Development 7,959 Freeze merit increases only during 2015 1.243 Freeze merit increases only during 2015(reduces PERS) 24,202 Overall Harbor savings(increase to Harbor reserves) Parking Enterprise Fund (200,000) Move costs of sealing/striping parking lots from 2013 to 2014(cash flow impact) (200,000) Overall Parking costs(reduce Parking reserves) Electric Enterprise Fund: 2,970 Freeze merit increases only during 2015 474 Freeze merit increases only during 2015(reduces PERS) 3.444 Overall Electric savings(increase to Electric reserves) Water Enterprise Fund: 1.159 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,350 Overall Water savings(increase to Water reserves) Wastewater Enterprise Fund: 1166 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1.357 Overall Wastewater savings(increase to Wastewater reserves) Motor Pool Fund: No proposed changes - No impact on Motor Pool reserves Hospital Enterprise Fund: No proposed changes - No impact on Hospital Debt Service reserves Capital Improvement Plan: General Fund Parks and recreation warehouse replacement(cost unknown) 270,000 Public works-most immediate road repair needs 2,800,000 Public works-federal funding for road repairs 1,000,000 Public safety-new animal shelter Parking CIP 200,000 Move parking lot sealing/striping costs from 2013 to 2014 Water CIP 175,000 Mobile generation for water wells 300,000 Gateway water tank ro4replacement 1 O Sewer CIP (^(�,"� e` 400,000 Maple Street sewer extension 1,200,000 Lowell Point (5\3 3,000,000 SMIC sewer pond repairs Healthcare CIP Please see hstmg attached to Captlal Improvement Plan(adduan from Preliminary Budget) Note• Redline:terns added after 11/04/13 budget worksession Sponsored by: Hunt CITY OF SEWARD,ALASKA RESOLUTION 2013-080 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, ADOPTING THE CITY GENERAL FUND BIENNIAL OPERATING BUDGET FOR CALENDAR YEAR 2014 AND 2015 AND SETTING THE MILL RATE WHEREAS, the City Manager has submitted to the City Council a proposed biennial budget for the City of Seward for Calendar Years 2014 and 2015; and WHEREAS, the preliminary biennial budget was reviewed by the City Council in budget work sessions on September 16, 19, and 24, 2013, which were televised to the public; and WHEREAS, a public hearing is scheduled on the proposed budget for October 28, 2013 with an additional public hearing and final adoption scheduled for November 12, 2013. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, that: Section 1. The City General Fund Biennial Operating Budget for Calendar Years 2014 and 2015 which are attached hereto and made a part hereof by reference and which contain estimated revenues and expenditures for the period January 1, 2014 - December 31, 2015, is HEREBY ADOPTED, and the necessary funds are hereby appropriated. Section 2. The total assessed valuation as determined by the Kenai Peninsula Borough Assessor, and any supplemental assessment rolls for said period which may be certified by the Borough Assessor at a future date, shall be the basis for computing estimated property tax revenues for the City of Seward, Alaska. Section 3. The rate of levy on the 2014 real and personal property tax rolls shall be unchanged, and is hereby levied at the rate of 3.12 mills per dollar of assessed valuation in Municipal Service Zones One (Borough designation TCA 40) and Two (Borough designation TCA 41). Section 4. This resolution shall take effect immediately upon adoption. CITY OF SEWARD Comprehensive List of all Budget Changes by Fund/Department AMENDMENTS FROM 2014/2015 PRELIMINARY BUDGET Updated: 11/5/2013 General Fund: 2014 Budget 2015 Budget Positive(negative) Positive(negative) financial impact adjustment Description Department (25,000) (25,000)Add a contribution to Boys&Girl's club Contributions(1191) (15,000) (15,000)Increase contributions to Senior Center Contributions(1191) (13,403) (14,610)Add part-time animal control costs Animal Control(1212) (2,146) (3,132)Add part-time animal control costs Debt Service(1910) (1',nnn)nne-time most for property appraisals(split's/5n with Harhnr) Comm no. (11'0) 52,783 Freeze merit increases only during 2015 Various 8,452 Freeze merit increases only during 2015(reduces PERS) Debt Service(1910) 55,549 11,507 Increase sales tax estimate Revenues(0000) (2,000) - Increase cost to retrofit vehicle for animal control Animal Control(1212) (2,000) - Overall impact on General Fund reserves Harbor Enterprise Fund: 15,000 Split cost of property appraisals with Community Development 7,959 Freeze merit increases only during 2015 1,243 Freeze merit increases only during 2015(reduces PERS) 24,202 Overall Harbor savings(Increase to Harbor reserves) Parking Enterprise Fund (200,000) Move costs of sealing/striping parking lots from 2013 to 2014(cash flow impact) (200,000) Overall Parking costs(reduce Parking reserves) Electric Enterprise Fund: 2,970 Freeze merit increases only during 2015 474 Freeze merit increases only during 2015(reduces PERS) 3,444 Overall Electric savings(increase to Electric reserves) Water Enterprise Fund: 1,159 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,350 Overall Water savings(increase to Water reserves) Wastewater Enterprise Fund: 1166 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,357 Overall Wastewater savings(increase to Wastewater reserves) Motor Pool Fund: No proposed changes - No impact on Motor Pool reserves Hospital Enterprise Fund: No proposed changes - No impact on Hospital Debt Service reserves Capital Improvement Plan: General Fund Parks and recreation warehouse replacement(cost unknown) 270,000 Public works-most immediate road repair needs 2,800,000 Public works-federal funding for road repairs 1,000,000 Public safety-new animal shelter Parking CIP 200,000 Move parking lot sealing/striping costs from 2013 to 2014 Water CIP 175,000 Mobile generation for water wells 300,000 Gateway water tank roheplacement Sewer CIP 400,000 Maple Street sewer extension 1,200,000 Lowell Point sewer pond repairs 3,000,000 SMIC sewer pond repairs Healthcare CIP Please see listing attached to Capital Improvement Plan(addrtwn from PreItmmary Budget) Nnte: Redline,toms added after 11/n4/12 budget tynrkseccinn. V� { 1 GENERAL FUND Budgeted Statement of Revenues,Expenditures, Other Financing Sources (Uses) and Changes in Fund Balance For Fiscal Year 20I4 and 20I5 (as Amended) 2012 2013 2014 2015 2013-2014 2014-2015 Actual Budget Budget Budget %Change %Change Revenue: Taxes 5,66I,136 5,685,337 5,834,149 5,883,957 2.6% 0.9% Licenses and Permits 159,114 162,675 163,350 163,350 0.4% 0.0% Intergovernmental 1,953,472 1,605,603 1,636,610 1,636,610 1.9% 0.0% CI argts fur.`itr vita 2,550,655 2,620,9I0 2,600,073 2,619,110 -1.1% 0.7% Fines and Bails 8,386 12,000 9,000 10,000 -25.0% 1 I.I% Interest 56,691 91,000 53,000 53,000 -41.8% 0.0% Miscellaneous 33,888 28,200 22,700 22,700 -19.5% 0.0% Total Revenue: $I0,431,342 $I0,213,725 $10,319,682 $10,388,727 I.0% 0.7% Expenditures: General Government 2,630,188 2,744,644 2,880,415 2,857,169 4.9% -0.8% Public Safety 3,28I,843 3,264,325 3,317,552 ' 3,388,369 1.6% 2.1% Public Works 1,765,634 1,574,502 1,602,960 1,587,077 1.8% -1.0% Parks and Recreation 1,259,052 1,261,469 1,251,166 1,257,046 -0.8% 0.5% Library 419,210 514,250 545,822 545,76I 6.1% 0.0% Debt Service 809,525 1,040,648 1,069,951 I,095,433 2.8% 2.4% Total Expenditures: $10,I65,452 $10,399,838 $I0,667,866 $I0,730,855 2.6% 0.6% Excess of revenues over expenditures $265,890 -$186,113 -$348,I84 -$342,128 87.1% -1.7% Other financing sources(uses): Operating transfers(to)other funds -2,267,584 -1,630,099 -1,582,500 -I,630,020 -2.9% 3.0% Operating transfers from other funds 3,378,612 2,0I2,324 1,928,684 1,972,148 -4.2% 2.3% Net other financing sources(uses) 1,111,028 382,225 346,184 342,128 -9.4% -1.2% Annual surplus(deficit) $I,376,918 $196,1I2 -$2,000 $0 -101.0% 100.0% Fund balance at beginning of year 6,034,425 7,41I,343 7,607,455 7,605,455 2.6% 0.0% Fund balance at end of year Non-spendable: Inventory,Prepaids,Unrealized gains 457,897 400,000 400,000 400,000 0.0% 0.0% Restricted: 0 0 0 0 0.0% 0.0% Committed: Working Capital 1,500,000 1,500,000 1,500,000 1,500,000 0.0% 0.0% Insurance Reserves 126,418 126,418 126,418 126,418 0.0% 0.0% Hospital Cash Flow 500,000 500,000 500,000 500,000 0.0% 0.0% Miscellaneous Committed 0 0 0 0 0.0% 0.0% Assigned: Future anticipated budget deficit 0 0 0 0 0.0% 0.0% Unassigned: 4,827,028 5,08I,037 5,079,037 5,079,037 0.0% 0.0% Total Fund Balance $7,411,343 • $7,607,455 $7,605,455 $7,605,455 0.0% 0.0% *Ties to Comprehensive Annual Financial Report # /114120/ . AJdtd *2000 MhMA{ eswirol ve.hicAt 140. O GENERAL FUND Budgeted Revenue Detail For 20I4 and 20I5 (as Amended) 20I2 20I3 20I4 2015 20I3-20I4 20I4-20I5 Account Name Actual Budget Budget Budget %Change %Change TAXES: Property Taxes Real Property (3.12 mills) 703,733 732,871 715,000 720,000 -2.4% 0.7% Personal Property (3.I2 mills) 284,492 250,000 285,000 290,000 14.0% 1.8% Vehicle Property Tax 25,355 28,000 28,000 28,000 0.0% 0.0% Total Property Taxes $1,0I3,580 $I,0I0,871 $I,028,000 $I,038,000 I.7% I.0% Other Taxes Hotel/Motel Room Tax (4%) 380,210 350,000 385,000 388,850 10.0% 1.0% Sales Tax(4%) 4,189,330 4,248,066 4,345,549 4,381,507 2.3% 0.8% Tax Penalties I,856 1,400 1,600 1,600 14.3% 0.0% Payments-in-Lieu of Tax-ASLC,0 76,160 75,000 74,000 74,000 -1.3% 0.0% Total Other Taxes 4,647,556 4,674,466 4,806,149 4,845,957 2.8% 0.8% Total Taxes $5,661,I36 $5,685,337 $5,834,I49 $5,883,957 2.6% 0.9% LICENSES&PERMITS: Taxi Permits 740 I,000 1,000 1,000 0.0% 0.0% Building Permits 48,866 40,000 50,000 50,000 25.0% 0.0% Dog License 480 775 350 350 -54.8% 0.0% DMV Revenues 85,378 96,000 89,000 89,000 -7.3% 0.0% Miscellaneous I,930 4,400 2,000 2,000 -54.5% 0.0% City Business License 2I,720 20,500 21,000 21,000 2.4% 0.0% Total Licenses and Permits $I59,1I4 $I62,675 $I63,350 $I63,350 0.4% 0.0% INTERGOVERNMENTAL REVENUE: Liquor Tax 17,100 I6,000 22,000 22,000 37.5% 0.0% Raw Fish Tax/Shared Fish.Bus.Ta 519,689 520,000 520,000 520,000 0.0% 0.0% Fisheries Resource Landing Tax 13,889 0 0 0 0.0% 0.0% Shared Revenue and PERS On-Beha 700,217 220,000 250,000 250,000 13.6% 0.0% Jail Contract 567,395 745,470 745,470 745,470 0.0% 0.0% State Dispatch Contract 48,500 48,500 48,500 48,500 0.0% 0.0% Genl Fund-related Grant Revenues 36,042 5,953 0 0 -100.0% 0.0% KPB 91 I Dispatch 50,640 49,680 50,640 50,640 1.9% 0.0% Total Intergovernmental $I,953,472 $I,605,603 $I,636,610 $I,636,6I0 1.9% 0.0% GENERAL FUND Budgeted Revenue Detail For 2014 and 2015 (as Amended) 2012 2013 2014 2015 2013-2014 2014-2015 Account Name Actual Budget Budget Budget %Change %Change CHARGES FOR SERVICES: General Government Copying 9,107 14,000 9,000 9,000 -35.7% 0.0% Sales Tax Credit for Prompt Remit 3,000 4,000 4,000 4,000 0.0% 0.0% Zoning Fees 125 250 250 250 0.0% 0.0% Project Management 50,183 30,000 0 0 -100.0% 0.0% Admin. -SM1C 86,688 86,688 88,427 88,869 2.0% 0.5% Admin, -Harbor 324,795 324,795 331,291 332,948 2.0% 0.5% Admin.-Parking 9,889 9,715 9,909 9,959 2.0% 0.5% Admin, -Electric 847,291 847,291 864,237 868,558 2.0% 0.5% Admin. - Water 233,744 233,744 238,419 239,611 2.0% 0.5% Admin. -Sewer 142,745 142,745 145,600 146,328 2.0% 0.5% Admin. -Jail 81,465 82,907 86,990 90,037 4.9% 3.5% Total General Government $1,789,032 $1,776,135 $1,778,123 $1,789,560 0.1% 0.6% Public Safety Dog Pound Revenue 2,090 2,200 2,200 2,200 0.0% 0.0% Misc.Jail Revenue 1,890 800 1,500 1,500 87.5% 0.0% Misc.Dispatching 10,833 10,000 10,000 10,000 0.0% 0.0% Total Public Safety $14,813 $13,000 $13,700 $13,700 5.4% 0.0% Public Works Shop Work Orders 2,835 2200 2,800 2,800 27.3% 0.0% Total Public Works $2,835 $2,200 $2,800 $2,800 27.3% 0.0% Parks&Recreation Public Use 3,320 4,500 3,500 3,500 -22.2% 0.0% Punchcards 19,532 34,200 20,000 20,000 -41.5% 0.0% Class Registrations 62,324 75,000 64,000 64,000 -14.7% 0.0% Facility Rental 600 350 650 650 85.7% 0.0% Tournaments 3,724 10,200 10,000 10,000 -2.0% 0.0% Special Events 25,373 18,000 20,000 20,000 11.1% 0.0% Shower Fees 11,269 11,000 11,000 11,000 0.0% 0.0% Rock Wall Climbing Fees 828 5,000 1,200 1,200 -76.0% 0.0% Pavilion Fees 3,861 4,000 4,000 4,000 0.0% 0.0% Camping Fees 251,951 261,000 265,000 270,000 1.5% 1.9% Mini-service Campground Fees 223,252 225,000 220,000 220,000 -2.2% 0.0% Dump Station Fee 0 20,000 5,000 5,000 -75.0% 0.0% Miscellaneous Revenue 1,186 1,700 1,200 1,200 -29.4% 0.0% Work Orders 2,122 1,500 0 0 -100.0% 0.0% Total Parks&Recreation $609,342 $671,450 $625,550 $630,550 -6.8% 0.8% 21 GENERAL FUND Budgeted Revenue Detail For 2014 and 2OI5 (as Amended) 20I2 20I3 20I4 2015 20I3-2014 2014-20I5 Account Name Actual Budget Budget Budget %Change %Change Library Service Revenue 5,995 9,000 12,000 I3,000 33.3% 8.3% Circulation Revenue 3,2I3 6,800 7,000 7,500 2.9% 7.1% Museum Revenue 0 10,000 12,000 12,000 20.0% 0.0% Total Library $9,208 $25,800 $3I,000 $32,500 20.2% 4.8% Rents&Leases Land Rent&Lease 47,700 50,325 54,700 55,000 8.7% 0.5% Jail Facility Rent 30,000 30,000 30,000 30,000 0.0% 0.0% Municipal Building Rent 55,725 60,000 65,000 65,000 8.3% 0.0% Total Rents&Leases I33,425 140,325 149,700 150,000 6.7% 0.2% Total Charges for Services $2,558,655 $2,628,9I0 $2,600,873 $2,6I9,110 -I.1% 0.7% FINES AND BAILS: 8,386 12,000 9,000 I0,000 -25.0% 1I.1% PENALTIES&INTEREST: Investments 53,939 76,000 50,000 50,000 -34.2% 0.0% Customer Penalties&Interest 2,752 15,000 3,000 3,000 -80.0% 0.0% Total Penalties and Interest $56,691 $91,000 $53,000 $53,000 -41.8% 0.0% MISCELLANEOUS: Sales of Surplus Equipment 2,980 2,000 2,000 2,000 0.0% 0.0% Garbage Contract 13,674 I5,400 I5,000 I5,000 -2.6% 0.0% SVAC Maintenance Fee 0 2,400 0 0 -100.0% 0.0% City Clerk Fees 129 250 200 200 -20.0% 0.0% Collection of Bad Debts 2,I77 1,000 0 0 -100.0% 0.0% Vending Machine Fees 3,84I 4,000 2,500 2,500 -37.5% 0.0% Other Miscellaneous I I,087 3,150 3,000 3,000 -4.8% 0.0% Total Miscellaneous $33,888 $28,200 $22,700 $22,700 -19.5% 0.0% Total General Fund Revenue $I0,43I,342 $I0,213,725 $I0,3I9,682 $I0,388,727 1.0% 0.7% GENERAL FUND R REDLIAI ,� Budgeted Statement of Revenues, Expenditures, Other Financing Sources (Uses) and Changes in Fund Balance k1:1 P' \ J For Fiscal Year 20I4 and 20I5 2012 2013 2014 2015 2013-2014 2014-2015 Actual Budget Budget Budget %Change %Change Revenue: slay{144 /fair+ Taxes 5,661,136 5,685,337 57787690 5,872,150 +696 21e +4,96 0`9 Licenses and Permits 159,114 I62,675 I63,350 163,350 0.4% 0.0% Intergovermmettal 1,953,472 1,605,603 I,636,610 1,636,610 1.9% 0.0% Charges for Services 2,558,655 2,628,910 2,600,873 2,619,110 -1.1% 0.7% Fines and Bails 8,386 12,000 9,000 10,000 -25.0% 11.1% Lnerest 56,691 91,000 53,000 53,000 -41.8% 0.0% Miscellaneous 33,888 28200 22,700 22,700 -19.5% 0.0% Total Revenue: $I0,43I,342 $10,213,725 44Q,2644-34. _04% 44-96 10;IVA . 1oa ? 1.0`* 0Melw Expenditures: Z34o41S 21S}I69 General Government 2,630,188 2,744,644 • , q 3.5% -0.8% Public Safety 3,281,843 3,264,325 ;S ,9 ell• 1.2% 2.8% Public Works 1,765,634 1,574,502 1,602,960 ` 1.8% -0.6% Parks and Recreation 1,259,052 1,261,469 1,251,166 • .0• 1 -0.8% 0.8% if Library 419,210 514,250 545,822 `�''• +• i 6.1% 0.9% Debt Service 809,525 1,040,648 1,067,805 , 2.6% 3.1% Total Expenditures: $10,165,452 $10,399,838 $t0;G'03T7 aIo,71),3-4$ ► 09`0` 4-034- 1046 W' ID*30 $S 2.4 0.6 Excess of revenues over expenditures $265,890 -$186,113 -$346,184 -$342,I28 86.0% -1.2% Other financing sources(uses): Operating transfers(to)other funds -2,267,584 -1,630,099 -1,582,500 -1,630,020 -2.9% 3.0% Operating transfers from other funds 3,378,612 2,012,324 1,928,684 1,972,148 -4.2% 2.3% Net other financing sources(uses) 1,111,028 382,225 346,184 342,128 -9.4% -1.2% Annual.surplus(deficit) $1,376,918 $196,I12 $0 $0 -100.0% 100.0% Fund balance at beginning of year 6,034,425 7,411,343 7,607,455 7,607,455 2.6% 0.0% Fund balance at end of year Non-spendable: Inventory,Prepaids,Unrealized gains 457,897 400,000 400,000 400,000 0.0% 0.0% Restricted: 0 0 0 0 0.0% 0.0% Committed: Working Capital 1,500,000 1,500,000 1,500,000 1,500,000 0.0% 0.0% Insurance Reserves 126,418 126,418 126,4I8 126,418 0.0% 0.0% Hospital Cash Flow 500,000 500,000 500,000 500,000 0.0% 0.0% Miscellaneous Committed 0 0 0 0 0.0% 0.0% Assigned: Future anticipated budget deficit 0 0 0 0 0.0% 0.0% Unassigned: 4,827,028 5,081,037 5,081,037 5,081,037 0.0% 0.0% Total Fund Balance $7,41I,343 • $7,607,455 $7,607,455 $7,607,455 0.0% 0.0%, °Ties to Comprehensive Annual Financial Report IA GENERAL FUND tfEO`I N Budgeted Revenue Detail a$(1/5 For 20I4 and 20I5 IV ( 20I2 2013 2014 2015 20I3-20I4 20I4-2015 Account Name Actual Budget Budget Budget %Change %Change TAXES: Property Taxes Real Property (3.12 mills) 703,733 732,871 715,000 720,000 -2.4% 0.7% Personal Property (3.12 mills) 284,492 250,000 285,000 290,000 14.0% 1.8% Vehicle Property Tax 25,355 28,000 28,000 28,000 0.0% 0.0% Total Property Taxes $I,013,580 $I,010,871 $I,028,000 $1,038,000 1.7% 1.0% Other Taxes g // Hotel/Motel Room Tax (4%) 380,2I0 350,000 38� 8 4388,850 I0 �4 1 08)% Sales Tax(4%) 4,189,330 4,248,066 .1•,Q% fx'0 Tax Penalties 1,856 1,400 1,600 I,600 14.3% 0.0% Payments-in-Lieu of Tax-ASLC,0 76,160 75,000 74,000 74,000 -1.3% 0.0% Total Other Taxes 4,647,556 4,674,466 4,756,680 4,S31,450 +6% -�s�6 4,$ob,149 41 11.5,43? a,el c.7 Total Taxes $5,661,136 $5,685,337 4Sr7l8,690 ,$3,&743450 .44% 4:6°/`d SIvii49 as-sums-sums-4'8l4 2*G o•et LICENSES&PERMITS: Taxi Permits 740 1,000 1,000 1,000 0.0% 0.0% Building Permits 48,866 40,000 50,000 50,000 25.0% 0.0% Dog License 480 775 350 350 -54.8% 0.0% DMV Revenues 85,378 96,000 89,000 89,000 -7.3% 0.0% Miscellaneous I,930 4,400 2,000 2,000 -54.5% 0.0% City Business License 2I,720 20,500 2I,000 21,000 2.4% 0.0% Total Licenses and Permits $159,114 $162,675 $I63,350 $I63,350 0.4% 0.0% INTERGOVERNMENTAL REVENUE: Liquor Tax 17,100 16,000 22,000 22,000 37.5% 0.0% Raw Fish Tax/Shared Fish.Bus.Ta 5I9,689 520,000 520,000 520,000 0.0% 0.0% Fisheries Resource Landing Tax 13,889 0 0 0 0.0% 0.0% Shared Revenue and PERS On-Beha 700,217 220,000 250,000 250,000 13.6% 0.0% Jail Contract 567,395 745,470 745,470 745,470 0.0% 0.0% State Dispatch Contract 48,500 48,500 48,500 48,500 0.0% 0.0% Genl Fund-related Grant Revenues 36,042 5,953 0 0 -100.0% 0.0% KPB 911 Dispatch 50,640 49,680 50,640 50,640 1.9% 0.0% Total Intergovernmental $1,953,472 $I,605,603 $I,636,6I0 $1,636,6I0 1.9% 0.0% GENERAL FUND Budgeted Revenue Detail CI4Ati* r) For 20I4 and 20I5 © r 6 20I2 20I3 2014 20I5 2013-2014 20I4-20I5 Account Name Actual Budget Budget Budget %Change %Change CHARGES FOR SERVICES: General Government Copying 9,I07 14,000 9,000 9,000 -35.7% 0.0% Sales Tax Credit for Prompt Remit 3,000 4,000 4,000 4,000 0.0% 0.0% Zoning Fees 125 250 250 250 0.0% 0.0% Project Management 50,183 30,000 0 0 -100.0% 0.0% Admin.-SMIC 86,688 86,688 88,427 88,869 2.0% 0.5% Admin. -Harbor 324,795 324,795 331,291 332,948 2.0% 0.5% Admin.-Parking 9,889 9,715 9,909 9,959 2.0% 0.5% Admin.-Electric 847,291 847,291 864,237 868,558 2.0% 0.5% Admin. -Water 233,744 233,744 238,419 239,6I I 2.0% 0.5% Admin.-Sewer 142,745 142,745 145,600 146,328 2.0% 0.5% Admin.-Jail 81,465 82,907 86,990 90,037 4.9% 3.5% Total General Government $I,789,032 $I,776,I35 $1,778,I23 $I,789,560 0.1% 0.6% Public Safety Dog Pound Revenue 2,090 2,200 2,200 2,200 0.0% 0.0% Misc.JailRevenue 1,890 800 1,500 1,500 87.5% 0.0% Misc.Dispatching 10,833 10,000 I0,000 10,000 0.0% 0.0% Total Public Safety $I4,8I3 $13,000 $I3,700 $13,700 5.4% 0.0% Public Works Shop Work Orders 2,835 2,200 2,800 2,800 27.3% 0.0% Total Public Works $2,835 $2,200 $2,800 $2,800 27.3% 0.0% Parks&Recreation Public Use 3,320 4,500 3,500 3,500 -22.2% 0.0% Punchcards 19,532 34,200 20,000 20,000 -41.5% 0.0% Class Registrations 62,324 75,000 64,000 64,000 -14.7% 0.0% Facility Rental 600 350 650 650 85.7% 0.0% Tournaments 3,724 10,200 I0,000 10,000 -2.0% 0.0% Special Events 25,373 18,000 20,000 20,000 11.1% 0.0% Shower Fees I 1,269 11,000 I I,000 11,000 0.0% 0.0% Rock Wall Climbing Fees 828 5,000 1,200 1,200 -76.0% 0.0% Pavilion Fees 3,861 4,000 4,000 4,000 0.0% 0.0% Camping Fees 251,95I 261,000 265,000 270,000 1.5% 1.9% Mini-service Campground Fees 223,252 225,000 220,000 220,000 -2.2% 0.0% Dump Station Fee 0 20,000 5,000 5,000 -75.0% 0.0% Miscellaneous Revenue 1,186 1,700 1,200 1,200 -29.4% 0.0% Work Orders 2,I22 1,500 0 0 -100.0% 0.0% Total Parks&Recreation $609,342 $67I,4550 $625,550 $630,550 -6.8% 0.8% !-c GENERAL FUND Budgeted Revenue Detail g EPIAN For 2014 and 2015 0 0 ( 5 20I2 20I3 2014 2015 2013-20I4 2014-20I5 Account Name Actual Budget Budget Budget %Change % Change Library Service Revenue 5,995 9,000 12,000 13,000 33.3% 8.3% Circulation Revenue 3,2I3 6,800 7,000 7,500 2.9% 7.1% Museum Revenue 0 10,000 12,000 I2,000 20.0% 0.0% Total Library $9,208 $25,800 $31,000 $32,500 20.2% 4.8% Rents&Leases Land Rent&Lease 47,700 50,325 54,700 55,000 8.7% 0.5% Jail Facility Rent 30,000 30,000 30,000 30,000 0.0% 0.0% Municipal Building Rent 55,725 60,000 65,000 65,000 8.3% 0.0% Total Rents&Leases 133,425 140,325 I49,700 150,000 6.7% 0.2% Total Charges for Services $2,558,655 $2,628,9I0 $2,600,873 $2,619,I I0 -I.I% 0.7% FINES AND BAILS: 8,386 12,000 9,000 I0,000 -25.0% I I.I% PENALTIES&INTEREST: Livestments 53,939 76,000 50,000 50,000 -34.2% 0.0% Customer Penalties&Interest 2,752 I5,000 3,000 3,000 -80.0% 0.0% Total Penalties and Interest $56,691 $9I,000 $53,000 $53,000 -41.8% 0.0% MISCELLANEOUS: Sales of Surplus Equipment 2,980 2,000 2,000 2,000 0.0% 0.0% Garbage Contract 13,674 15,400 15,000 15,000 -2.6% 0.0% SVAC Maintenance Fee 0 2,400 0 0 -100.0% 0.0% City Clerk Fees 129 250 200 200 -20.0% 0.0% Collection of Bad Debts 2,177 1,000 0 0 -1 00.0% 0.0% Vending Machine Fees 3,841 4,000 2,500 2,500 -37.5% 0.0% Other Miscellaneous I I,087 3,150 3,000 3,000 -4.8% 0.0% Total Miscellaneous $33,888 $28,200 $22,700 $22,700 -I9.5% 0.0% Total General Fund Revenue $I0,431,342 $I0,213,725 440723647f13 +1-07.3-7-7-,-210 0.5% I.I% ID,alit,(ft 2 Man,42+ Vr7 GENERAL FUND Expenditure Totals by Department(Budget) For 20I4 and 20I5 (as Amended) 2012 2013 2014 2015 2013-2014 2014-2015 DEPARTMENT Actual Budget Budget Budget %Chg %Chg General Government: Mayor/Council 333,138 341,900 374,492 344,542 9.5% -8.0% Legislative 57,125 35,654 35,248 35,966 -I.1% 2.0% Legal 89,824 125,000 130,000 130,000 4.0% 0.0% City Manager 394,180 398,997 406,046 406,996 1.8% 0.2% Management Information Systems 255,121 263,648 290,409 288,396 10.2% -0.7% City Clerk 254,676 265,973 273,396 266,601 2.8% -2.5% Finance 690,867 696,835 718,700 730,641 3.1% 1.7% Community Development 227,999 270,880 285,119 304,627 5.3% 6.8% General Services 55,060 53,337 76,900 59,400 44.2% -22.8% Contributions 272,198 292,420 290,105 290,000 -0.8% 0.0% Total General Government $2,630,I88 $2,744,644 $2,880,415 $2,857,169 4.9% -0.8% Public Safety: Police 1,805,299 1,834,096 1,827,063 1,868,692 -0.4% 2.3% Jail 627,075 651,802 670,419 684,203 2.9% 2.1% Animal Control 64,142 68,322 107,453A 106,987 57.3% -0.4% Fire 654,770 578,511 582,I18 596,747 0.6% 2.5% Building Inspection I30,557 131,594 130,499 131,740 -0.8% 1.0% Total Public Safety $3,281,843 $3,264,325 $3,317,552 $3,388,369 1.6% 2.1% Public Works: Roads and Streets 1,066,004 870,967 861,039 868,672 -1.I% 0.9% City Shop 378,714 385,025 403,684 383,829 4.8% -4.9% Municipal Building,Comm.Ctr 320,916 318,510 338,237 334,576 6.2% -I.I% Total Public Works $1,765,634 $1,574,502 $1,602,960 $1,587,077 1.8% -I.0% Parks and Recreation Sports and Recreation 251,638 284,242 277,201 280,560 -2.5% 1.2% Teen and Youth Center 297,498 325,397 301,031 308,512 -7.5% 2.5% Campgrounds and Parks 709,916 651,830 672,935 667,974 3.2% -0.7% Total Parks&Recreation $1,259,052 $1,261,469 $1,251,166 $1,257,046 -0.8% 0.5% Library $419,210 $514,250 $545,822 $545,761 6.1% 0.0% Debt Service $809,495 $1,040,648 $1,069,951 $1,095,433 2.8% 2.4% TOTALS: $10,165,422 $10,399,838 $10,667,866 $10,730,855 2.6% 0.6% 4t 1 t 1 it(2.013 : A,dd 4 4 2000 antral C•vchro 1 vrhiele. ttf b+1+, -Cj GENERAL FUND gE pL-I Ng Expenditure Totals by Department(Budget) P 0 ( ( For 2OI4 and 2OI5 2012 2013 2014 2015 2013-2014 2014-2015 DEPARTMENT Actual Budget Budget Budget %Chg %Chg General Government: Mayor/Council 333,138 341,900 374,492 344,542 9.5% -8.0% Legislative 57,125 35,654 35,248 ..36. 17 3S`41r4-1.1% 3.0% Legal 89,824 I25,000 I30,000 130,000 4.0% 0.0% City Manager 394,180 398,997 406,046 4 881 8010114 1.8% 0.5% Management Information Systems 255,121 263,648 290,409 .2A9r775 VIM 10.2% 0.1% City Clerk 254,676 265,973 273,396 21177894 846601 2.8% -2.0% Finance 690,867 696,835 718,700 .f.5.87`707 730 Wit 3.1% 2.8% Community Development 227,999 270,880 285,119 x'90,999 $0'x42 5.3% 2.1% General Services 55,060 53,337 24900 59,400 44.2% -22.8% "Sd Contributions 272,198 292,420 t Ilo,r ..256,000 2i 00c414.5% 0.0% Total General Government $2,630,I88 $2,744,644 $2,846,4I5 $2,8I6,5I5 3.5% -0.8% 2)J 9O,qIS Public Safety: Police I,805,299 1,834,096 1,827,063 35 J8 8fr Z-o,4% 2.9% Jail 627,075 651,802 670,419 G89,784 68412032.9% 2.9% Animal Control 64,142 68,322 9240 jtos3 *7376'58 /0419,34.7% 1.7% Fire 654,770 578,511 582,118 4997847 $16•7y7 0.6% 3.2% Building Inspection 130,557 13I,594 130,499 I31,740 -0.8% 1.0% Total Public Safety $3,281,843 $3,264,325 .$3,303,I49 $3,375,964 1.2% 2.8% 33iSSS2 33 VI 3401 Public Works: Roads and Streets 1,066,004 870,967 861,039 864,349 941101 2,-1.1% 1.0% City Shop 378,714 385,025 403,684 187-041 313*214.8% -4.1% Municipal Building,Comm.Ctr 320,916 318,510 338,237 317,139 3 3YS'(.6.2% -0.3% Total Public Works $1,765,634 $I,574,502 $1,602,960 $45931549 1.8% -0.6% !S !rg0-77 Parks and Recreation Sports and Recreation 25I,638 284,242 277,201 2.817604 290$7.0-2.5% 1.6% Teen and Youth Center 297,498 325,397 301,031 3497622 3094.1Z-7.5% 3.2% Campgrounds and Parks 709,916 651,830 672,935 -€769',380 16,7474/3.2% -0.5% Total Parks&Recreation $1,259,052 $I,261,469 $I,25I,I66 14,46-1..,606 (2X'31%-0.8% 0.8% Library $4I9210 $5I4,250 $545,822 $ W196I 54'c71016.1% 0.9% igoiri ietrg33 2•Q z .1 Debt Service $809,495 $1,040,648 $4.;967;8rt ' $I0142.53- 249-% "-'1'% z4' 0,10 TOTALS: $10,165,422 $10,399,838 $311,644373{I7 $..0,744,348 2.0% 1..0-% I D1f&c 110+ l of 730, tSS Sponsored by: Hunt CITY OF SEWARD,ALASKA RESOLUTION 2013-081 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, ADOPTING THE SMALL BOAT HARBOR ENTERPRISE FUND BIENNIAL BUDGET FOR CALENDAR YEARS 2014 AND 2015 WHEREAS, the City Manager has submitted to the City Council a proposed biennial budget for the City of Seward for Calendar Years 2014 and 2015; and WHEREAS, the biennial budget was reviewed by the City Council in budget work sessions on September 16, 19, and 24, 2013, which were televised to the public; and WHEREAS, a public hearing is scheduled on the proposed budget for October 28, 2013 with an additional public hearing and final adoption scheduled for November 12, 2013. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, that: Section 1. The Harbor Enterprise Fund biennial budget for Calendar Years 2014 and 2015 which is attached hereto and made a part hereof by reference and which contains estimated revenues and expenses for the period January 1, 2014 - December 31, 2015, is HEREBY ADOPTED, and the necessary funds are hereby appropriated. Section 2., This resolution shall take effect immediately upon adoption. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 12th day of November, 2013. THE CITY OF SEWARD, ALASKA Jean Bardarson, Mayor 30 CITY OF SEWARD Comprehensive List of all Budget Changes by Fund/Department AMENDMENTS FROM 2014/2015 PRELIMINARY BUDGET Updated: 11/5/2013 General Fund: 2014 Budget 2015 Budget Positive(negative) Positive(negative) financial impact adjustment Description Department (25,000) (25,000)Add a contribution to Boys&Girl's club Contributions(1191) (15,000) (15,000)Increase contributions to Senior Center Contributions(1191) (13,403) (14,610)Add part-time animal control costs Animal Control(1212) (2,146) (3,132)Add part-time animal control costs Debt Service(1910) (16,n00)One-time cost for property appraisals(split 5n/5n with Harbor) Comm Nav (1150) 52,783 Freeze merit increases only during 2016 Various 8,452 Freeze merit increases only during 2015(reduces PERS) Debt Service(1910) 55,549 11,507 Increase sales tax estimate Revenues(0000) (2,000) - Increase cost to retrofit vehicle for animal control Animal Control(1212) (2,000) - Overall impact on General Fund reserves arbor Enterprise Fund: 15,000 Split cost of property appraisals with Community Development 7,959 Freeze merit increases only during 2015 1,243 Freeze merit increases only during 2015(reduces PERS) 24,202 Overall Harbor savings(increase to Harbor reserves) Parking Enterprise Fund (200,000) Move costs of sealing/striping parking lots from 2013 to 2014(cash flow impact) (200,000) Overall Parking costs(reduce Parking reserves) Electric Enterprise Fund: 2,970 Freeze merit increases only during 2015 474 Freeze merit increases only during 2015(reduces PERS) 3,444 Overall Electric savings(increase to Electric reserves) Water Enterprise Fund: 1,159 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,350 Overall Water savings(increase to Water reserves) Wastewater Enterprise Fund: 1166 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,357 Overall Wastewater savings(increase to Wastewater reserves) Motor Pool Fund: No proposed changes - No impact on Motor Pool reserves Hospital Enterprise Fund: No proposed changes - No impact on Hospital Debt Service reserves Capital Improvement Plan: General Fund Parks and recreation warehouse replacement(cost unknown) 270,000 Public works-most immediate road repair needs 2,800,000 Public works-federal funding for road repairs 1,000,000 Public safety-new animal shelter Parking CIP 200.000 Move parking lot sealing/striping costs from 2013 to 2014 Water CIP 175,000 Mobile generation for water wells 300,000 Gateway water tank rotSeplacement Sewer CIP 400,000 Maple Street sewer extension 1,200,000 Lowell Point sewer pond repairs 3,000,000 SMIC sewer pond repairs Healthcare CIP Please see',shag attached to Capital Improvement Plan taddden from Prefmmary Budget) Note: Red One items added after 11/04/13 budget worksession. 3 SMALL BOAT HARBOR ENTERPRISE FUND Budgeted Statement of Revenues and Expenses and Change in Net Position For Fiscal Year 20I4 and 20I5 (as Amended) 2012 20I3 2014 2015 Actual Budget Budget Budget Operating revenue: Moorage I,572,263 I,489,700 I,60I,350 I,637,350 Wharfage 43,783 55,000 48,000 48,000 Boat Lift Fees 90,7I I I00,000 112,000 112,000 Power Sales 46I,I23 286,000 360,000 400,000 Passenger Transit Fee 55I,I03 560,000 575,000 575,000 Rents and Leases 356,2I0 326,4I6 34I,872 343,372 Miscellaneous 94,55I I00,750 I06,250 I06,250 Total operating revenue $3,169,744 $2,917,866 $3,I44,472 $3,221,972 Operating expense before depreciation: Salaries & Benefits I,005,I03 937,843 I,023,326 I,052,926 Purchased Services 533,I08 300,653 268,050 290,250 Power for Resale 243,73I I96,000 355,000 365,000 Supplies and Maintenance 6I,472 I50,900 I42,000 I42,000 General and Administrative 327,766 372,728 366,078 322,558 Total operating expense: $2,17I,I80 $1,958,124 $2,I54,454 $2,I72,734 Operating income before depreciation 998,564 959,742 990,0I8 I,049,238 Depreciation I,08I,063 (a) I,538,I33 (b) I,579,05I (c) I,577,7I4 Operating loss -$82,499 -$578,39I -$589,033 -$528,476 Non-operating revenue(expense) Interest& other income 475,526 12,500 20,000 20,000 Interest& other expense -999,097 -290,302 -268,I30 -248,055 Total non-operating revenue(expense) -523,57I -277,802 -248,130 -228,055 Income(loss) before transfers -$606,070 -$856,193 -$837,163 -$756,531 Transfers in 320,000 320,000 260,000 260,000 Capital contributions and special items I,324,067 0 0 0 Transfers out -599,274 -480,4I4 -356,724 -373,814 Change in net position $438,723 -$1,0I6,607 -$933,887 -$870,345 Beginning net position 22,096,473 22,535,196 2I,518,589 20,584,702 Ending net position $22,535,196 * $2I,5I8,589 $20,584,702 $19,714,357 ° Ties to annual Comprehensive Annual Financial Report Of total depreciation expense, the following amounts were attributable to capital assets funded with capital contributions: (a) 622,I74 or 58%;(b)$772,I74 or 49%;(c) $954,484 or 60%;( d) $954,484 or 6I% Z- SMALL BOAT HARBOR ENTERPRISE FUND 0 I V.\ Budgeted Statement of Revenues and Expenses ElNV/6 and Change in Net Position For Fiscal Year 20I4 and 20I5 20I2 2013 20I4 20I5 Actual Budget Budget Budget Operating revenue: Moorage I,572,263 I,489,700 I,60I,350 1,637,350 Wharfage 43,783 55,000 48,000 48,000 Boat Lift Fees 90,711 I00,000 112,000 I I2,000 Power Sales 46I,I23 286,000 360,000 400,000 Passenger Transit Fee 55I,I03 560,000 575,000 575,000 Rents and Leases 356,2I0 326,4I6 34I,872 343,372 Miscellaneous 94,55I I00,750 I06,250 I06,250 Total operating revenue $3,I69,744 $2,917,866 $3,144,472 $3,22I,972 Operating expense before depreciation: j OS&'J& Salaries& Benefits I,005,I03 937,843 I,023,326 1-746-27f•28 Purchased Services 533,I08 300,653 268,050 305,250 Power for Resale 243,73I I96,000 355,000 365,000 Supplies and Maintenance 6I,472 I50,900 I42,000 142,000 General and Administrative 327,766 372,728 366,078 322,558 Total operating expense: $2,17I,180 $I,958,124 $2,I54,454 $2496;936 Operating income before depreciation 998,564 959,742 990,0I8 X06 Depreciation I,081,063 (a; I,538,I33 (b) I,579,051 (c) I,577,714 Operating loss -$82,499 -$578,39I -$589,033 4S5i68 Sts 1F7(. Non-operating revenue(expense) Interest& other income 475,526 I2,500 20,000 20,000 Interest& other expense -999,097 -290,302 -268,I30 -248,055 Total non-operating revenue(expense) -523,571 -277,802 -248,I30 -228,055 Income(loss) before transfers -$606,070 -$856,193 -$837,I63 - 80;`x13 .. 7S441,1 Transfers in 320,000 320,000 260,000 260,000 Capital contributions and special items I,324,067 0 0 0 Transfers out -599,274 -480,4I4 -356,724 -373,814 Q4o3• S" Change in net position $438,723 -$I,016,607 -$933,887 44447547 Beginning net position 22,096,473 22,535,196 21,518,589 20,584,702 Ending net position $22,535,196 * $21,5I8,589 $20,584,702 $.191696;1+55 Ties to annual Comprehensive Annual Financial Report Of total depreciation expense, the following amounts were attributable to capital assets funded with capital contributions: (a) 622,174 or 58%; (b) $772,I74 or 49%;(c) $954,484 or 60%;( d) $954,484 or 6I% 33 CITY OF SEWARD SMALL BOAT HARBOR ENTERPRISE FUND Budgeted Statement of Cash Flow For Fiscal Year 20I4 and 20I5 (as Amended) 20I3 20I4 20I5 Budget Budget Budget Beginning Cash Balance at I/I/I3*: $2,I49,227 Cash is provided by (used for): Change in net position -I,016,607 -933,887 -870,345 Passenger fee revenues under budget 0 (a) 0 0 Add expense items not affecting cash Depreciation I,538,I33 I,579,05I I,577,714 Net cash provided by operations $52I,526 $645,I64 $707,369 Other sources (uses) of cash Debt principal payments -406,193 -469,885 (b) -486,254 (c) Capital outlay -54,900 -175,279 (d) -I96,913 (e) Net increase(decrease) in cash $60,433 $0 $24,202 Estimated ending cash balance: $2209,660 $2209,660 $2233,862 Ties to CAFR and includes only Harbor Enterprise Fund;excludes related capital projects (a) Passenger fee revenues expected to exceed 20I3 budget by$50K but fall short by$118K of full bond requirement. (b)$175K= 2000 Bond;$70K= 2005 Float Extension Bond;$200K= 2006 South Harbor Bond and$24,885 is Travelift loan reimbursement to motor pool fund. (c) $175K= 2000 Bond;$75K= 2005 Float Extension Bond;$210K=2006 South Harbor Bond and$26,254 is Travelift loan reimbursement to motor pool fund. (d) $57,8I0 Motor Pool contributions. $II7,469 to MRRF.No equipment. 31-1 CITY OF SEWARD SMALL BOAT HARBOR ENTERPRISE FUND ��'�� Budgeted Statement of Cash Flow For Fiscal Year 20I4 and 20I5 i 20I3 20I4 20I5 Budget Budget Budget Beginning Cash Balance at 1/1/13*: $2,149227 Cash is provided by(used for): — 8'9-0)3 qS"^ Change in net position -I,0I6,607 -933,887 Passenger fee revenues under budget 0 (a) 0 0 Add expense items not affecting cash Depreciation I,538,I33 I,579,05I I,577,7I4 '707131,°1 Net cash provided by operations $52I,526 $645,164 $683,I67 Other sources (uses) of cash Debt principal payments -406,I93 -469,885 (b) -486,254 (c) Capital outlay -54,900 -I75,279 (d) -I96,9I3 (e) z9.,20'�. Net increase(decrease) in cash $60,433 $0 ---$9-' Estimated ending cash balance: $2209,660 $2209,660 $2 23382- Tics to CAFR and includes only Harbor Enterprise Fund;excludes related capital projects (a) Passenger fee revenues expected to exceed 20I3 budget by$50K but fall short by$118K of full bond requirement. (b)$I75K = 2000 Bond;$70K= 2005 Float Extension Bond;$200K= 2006 South Harbor Bond and $24,885 is Travelift loan reimbursement to motor pool fund. (c) $I75K= 2000 Bond;$75K= 2005 Float Extension Bond;$2I0K= 2006 South Harbor Bond and $26,254 is Travelift loan reimbursement to motor pool fund. (d) $57,8I0 Motor Pool contributions. $117,469 to MRRF.No equipment. \35 Sponsored by: Hunt CITY OF SEWARD,ALASKA RESOLUTION 2013-082 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, ADOPTING THE SMIC ENTERPRISE FUND BIENNIAL BUDGET FOR CALENDAR YEARS 2014 AND 2015 WHEREAS, the City Manager has submitted to the City Council a proposed biennial budget for the City of Seward for Calendar Years 2014 and 2015; and WHEREAS, the biennial budget was reviewed by the City Council in budget work sessions on September 16, 19, and 24, 2013, which were televised to the public; and WHEREAS, a public hearing is scheduled on the proposed budget for October 28, 2013 with an additional public hearing and final adoption scheduled for November 12, 2013. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, that: Section 1. The SMIC Enterprise Fund budget for Calendar Years 2014 and 2015 which is attached hereto and made a part hereof by reference and which contains estimated revenues and expenses for the period January 1, 2014 - December 31, 2015, is HEREBY ADOPTED, and the necessary funds are hereby appropriated. Section 2. This resolution shall take effect immediately upon adoption. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 12th day of November, 2013. THE CITY OF SEWARD,ALASKA Jean Bardarson,Mayor 3(c) SMIC ENTERPRISE FUND Budgeted Statement of Revenues and Expenses and Change in Net Position O a(nj For Fiscal Year 20I4 and 20I5 'v `J 20I2 2013 2014 2015 Actual* Budget Budget Budget Operating revenue: Moorage 2,589 3,000 3,000 3,000 Wharfage 13,347 4,250 4,250 4,250 Boat Lift Fees 102,873 115,000 100,000 100,000 Power Sales 31,957 36,000 34,000 36,000 Storage 121,943 100,000 110,000 1 10,000 Rents and Leases 136,586 140,048 142,000 148,000 Miscellaneous 5,442 1,000 4,000 4,000 Total operating revenue: $414,737 $399,298 $397,250 $405,250 Operating expense before depreciation: Salaries&Benefits 74,278 67,706 83,944 87,169 Purchased Services 104,352 128,400 I06,900 107,400 Supplies and Maintenance 51,408 55,000 53,500 53,500 General and Administrative 96,589 90,504 I37,190 182,748 Total operating expense: $326,627 $341,610 $381,534 $430,817 Operating income before depreciation 88,1I0 57.688 15,716 -25,567 Depreciation 60I,831 (a) 601,83I (b) I,141,364 (c) 1,140,259 (d) Operating loss (513,72I) (544,143) (I,125,648) (I,I65,826) Non-operating revenue(expense) Investment income and other 944 0 0 0 Interest expense 0 0 0 0 Total non-operating revenue(expense) 944 0 0 0 Income(loss)before contributions&transfers (5I2,777) (544,I43) (1,125,648) (1,165,826) Transfers in 123,187 38,082 0 27,520 Capital contributions 216,529 0 0 0 Transfers out -89,964 -90,764 -91,420 -94,580 Change in net position ($263,025) ($596,825) ($1,2I7,068) ($1,232,886) Beginning net position $25,624,963 $25,361,938 $24,765,I13 $23,548,045 Ending net position $25,361,938 * $24,765,1I3 $23,548,045 $22,315,159 * Ties to annual Comprehensive Annual Financial Report Of total depreciation expense,the following amounts were attributable to capital assets funded with capital contributions: (a)$482,529 or 80%;(b)$482,529 or 80%;(c)$1.02 Million or 89%;(d)$1.02 Million or 89% 39 CITY OF SEWARD SMIC ENTERPRISE FUND NO ()hotel, Budgeted Statement of Cash Flow For Fiscal Year 20I4 and 20I5 20I3 20I4 20I5 Budget Budget Budget Beginning Cash Balance at I/I/I3 *: $I63,325 Cash is provided by (used for): Change in Net Position -596,825 -I,2I7,068 -I,232,886 Add expense items not affecting cash Depreciation 60I,83I I,I4I,364 I,I40,259 Net cash provided by operations $5,006 -$75,704 -$92,627 Other uses of cash Debt principal payments 0 (a) 0 0 Net increase (decrease) in cash $5,006 -$75,704 -$92,627 Estimated ending cash balance: $168,331 $92,627 $0 # Ties to CAFR (a) North SMIC Dock Bond paid off in 2011. 3S Sponsored by: Hunt CITY OF SEWARD,ALASKA RESOLUTION 2013-083 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, ADOPTING THE PARKING ENTERPRISE FUND BIENNIAL BUDGET FOR CALENDAR YEARS 2014 AND 2015 WHEREAS, the City Manager has submitted to the City Council a proposed biennial budget for the City of Seward for Calendar Years 2014 and 2015; and WHEREAS, the biennial budget was reviewed by the City Council in budget work sessions on September 16, 19, and 24, 2013, which were televised to the public; and WHEREAS, a public hearing is scheduled on the proposed budget for October 28, 2013 with an additional public hearing and final adoption scheduled for November 12, 2013. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, that: Section 1. The Parking Enterprise Fund budget for Calendar Years 2014 and 2015 which is attached hereto and made a part hereof by reference and which contains estimated revenues and expenses for the period January 1, 2014 - December 31, 2015, is HEREBY ADOPTED, and the necessary funds are hereby appropriated. Section 2. This resolution shall take effect immediately upon adoption. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 12th day of November, 2013. THE CITY OF SEWARD, ALASKA Jean Bardarson, Mayor 3G CITY OF SEWARD Comprehensive List of all Budget Changes by Fund/Department AMENDMENTS FROM 2014/2015 PRELIMINARY BUDGET Updated: 11/5/2013 General Fund: 2014 Budget 2015 Budget Positive(negative) Positive(negative) financial impact adjustment Description Department (25,000) (25,000)Add a contribution to Boys&Girl's club Contributions(1191) (15,000) (15,000) Increase contributions to Senior Center Contributions(1191) (13,403) (14,610)Add part-time animal control costs Animal Control(1212) (2,146) (3,132)Add part-time animal control costs Debt Service(1910) (1F,000)flne-fima cost for property appraisals(split flIlfl with Harbor) fnmm nov (11F0) 52,783 Freeze merit increases only during 2015 Various 8,452 Freeze merit increases only during 2015(reduces PERS) Debt Service(1910) 55,549 11,507 Increase sales tax estimate Revenues(0000) (2,000) - Increase cost to retrofit vehicle for animal control Animal Control(1212) (2,000) - Overall impact on General Fund reserves Harbor Enterprise Fund: 15,000 Split cost of property appraisals with Community Development 7,959 Freeze merit increases only during 2015 1,243 Freeze merit increases only during 2015(reduces PERS) 24,202 Overall Harbor savings(increase to Harbor reserves) Parking Enterprise Fund 00,000) Move costs of sealing/striping parking lots from 2013 to 2014(cash flow impact) (200,000) Overall Parking costs(reduce Parking reserves) Electric Enterprise Fund: 2,970 Freeze merit increases only during 2015 474 Freeze merit increases only during 2015(reduces PERS) 3,444 Overall Electric savings(increase to Electric reserves) Water Enterprise Fund: 1,159 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,350 Overall Water savings(increase to Water reserves) Wastewater Enterprise Fund: 1166 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,357 Overall Wastewater savings(increase to Wastewater reserves) Motor Pool Fund: No proposed changes - No impact on Motor Pool reserves Hospital Enterprise Fund: No proposed changes - No impact on Hospital Debt Service reserves Capital Improvement Plan: General Fund Parks and recreation warehouse replacement(cost unknown) 270,000 Public works-most immediate road repair needs 2,800,000 Public works-federal funding for road repairs 1,000,000 Public safety-new animal shelter Parking CIP 200.000 Move parking lot sealing/striping costs from 2013 to 2014 Water CIP 175,000 Mobile generation for water wells 300,000 Gateway water tank rodieplacement Sewer CIP 400,000 Maple Street sewer extension 1,200,000 Lowell Point sewer pond repairs 3,000,000 SMIC sewer pond repairs Healthcare CIP Please see fisting attached to Capital Improvement Plan(addttron from Prehmmary Budget) Note' Redfn/terns added after 11/04/12 budget worksessron. Lb CITY OF SEWARD PARKING ENTERPRISE FUND Budgeted Statement of Cash Flow For 20I4 and 20I5 (as Amended) -- 2013 2014 2015 Budget Budget Budget Beginning Cash Balance at 1/1/13 *: $464,389 Cash is provided by(used for): Change in net position $15,384 $24,254 $22,548 Add expense items not affecting cash Depreciation I6,757 22,969 22,969 Net cash provided by operations $32,141 $47,223 $45,517 Other uses of cash Capital outlay(a) -I3,000 (a) -225,500A(b) -I5,500 (c) Net increase(decrease) in cash $19,141 -$178,277 $30,017 Estimated ending cash balance $483,530 $305,253 $335,270 (*) Ties to Comprehensive Annual Financial Report 2013 Crpl�d OVkR � (a) $I3K motor pool contribution. t Ok ' I< 14 I 101 a 4,0 201,f (b) $I3K motor pool contribution,$2,500 equipment, $10K striping`$20,000 sealing lots.. (c) $I3K motor pool contribution, $2,500 equipment. PARKING ENTERPRISE FUND Budgeted Statement of Revenue and Expenses � AAp�Pl � �and Change in Net Position q)1, For 2014 and 2015 1 ° I � 20I2 20I3 20I4 20I5 Actual* Budget Budget Budget Operating revenue- parking fees $293,443 $260,650 $280,400 $282,500 Operating expense: Salaries & Benefits 89,586 I33,755 I35,I66 I38,992 Purchased Services 66,57I 7,970 3,950 3,950 Supplies and Maintenance I5,586 3I,I50 33,500 33,500 General and Administrative 43,550 38,482 40,889 40,941 Total operating expense: $2I5,293 $211,357 $2I3,505 $2I7,383 Operating income before depreciation 78,I50 49,293 66,895 65,117 Depreciation 23,968 I6,757 22,969 22,969 Operating income(ooss) $54,I82 $32,536 $43,926 $42,I48 Non-operating revenues(expense) Interest Income and other 3,033 3,700 3,000 3,000 Total non-operating revenue(expense) $3,033 $3,700 $3,000 $3,000 Transfers to other funds -$23,475 -$20,852 -$22,672 -$22,600 Change in net position $33,740 $I5,384 $24,254 $22,548 Beginning net position $548,977 $582,7I7 $598,I0I $622,355 Ending net position $582,7I7 # $598,I0I $622,355 $644,903 Ties to annual Comprehensive Annual Financial.Report Sponsored by: Hunt CITY OF SEWARD, ALASKA RESOLUTION 2013-084 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, ADOPTING THE ELECTRIC ENTERPRISE FUND BIENNIAL BUDGET FOR CALENDAR YEARS 2014 AND 2015 WHEREAS, the City Manager has submitted to the City Council a proposed biennial budget for the City of Seward for Calendar Years 2014 and 2015; and WHEREAS, the biennial budget was reviewed by the City Council in budget work sessions on September 16, 19, and 24, 2013, which were televised to the public; and WHEREAS, a public hearing is scheduled on the proposed budget for October 28, 2013 with an additional public hearing and final adoption scheduled for November 12, 2013. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, that: Section 1. The Electric Enterprise Fund budget for Calendar Years 2014 and 2015 which is attached hereto and made a part hereof by reference and which contains estimated revenues and expenses for the period January 1, 2014 - December 31, 2015, is HEREBY ADOPTED, and the necessary funds are hereby appropriated. Section 2., This resolution shall take effect immediately upon adoption. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 12th day of November, 2013. THE CITY OF SEWARD, ALASKA Jean Bardarson, Mayor CITY OF SEWARD Comprehensive List of all Budget Changes by Fund/Department AMENDMENTS FROM 2014/2015 PRELIMINARY BUDGET Updated: 11/5/2013 General Fund: 2014 Budget 2015 Budget Positive(negative) Positive(negative) financial impact adjustment Description Department (25,000) (25,000)Add a contribution to Boys&Girl's club Contributions(1191) (15,000) (15,000) Increase contributions to Senior Center Contributions(1191) (13,403) (14,610)Add part-time animal control costs Animal Control(1212) (2,146) (3,132)Add part-time animal control costs Debt Service(1910) (15,nnn)One-time most for property appraisals(split 5n/5n with Harhor) Comm flay (115n) 52,783 Freeze merit increases only during 2015 Various 8,452 Freeze merit increases only during 2015(reduces PERS) Debt Service(1910) 55,549 11,507 Increase sales tax estimate Revenues(0000) (2,000) - Increase cost to retrofit vehicle for animal control Animal Control(1212) (2,000) - Overall impact on General Fund reserves Harbor Enterprise Fund: 15,000 Split cost of property appraisals with Community Development 7,959 Freeze merit increases only during 2015 1,243 Freeze merit increases only during 2015(reduces PERS) 24,202 Overall Harbor savings(Increase to Harbor reserves) Parking Enterprise Fund (200,000) Move costs of sealing/striping parking lots from 2013 to 2014(cash flow impact) (200,000) Overall Parking costs(reduce Parking reserves) Electric Enterprise Fund: 2,970 Freeze merit increases only during 2015 474 Freeze merit increases only during 2015(reduces PERS) 3,444 Overall Electric savings(increase to Electric reserves) Water Enterprise Fund: 1,159 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,350 Overall Water savings(increase to Water reserves) Wastewater Enterprise Fund: 1166 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,357 Overall Wastewater savings(increase to Wastewater reserves) Motor Pool Fund: No proposed changes - No impact on Motor Pool reserves Hospital Enterprise Fund: No proposed changes - No impact on Hospital Debt Service reserves Capital Improvement Plan: General Fund Parks and recreation warehouse replacement(cost unknown) 270,000 Public works-most immediate road repair needs 2,800,000 Public works-federal funding for road repairs 1,000,000 Public safety-new animal shelter Parking CIP 200.000 Move parking lot sealing/striping costs from 2013 to 2014 Water CIP 175,000 Mobile generation for water wells 300,000 Gateway water tank roo sn bplacement Sewer CIP 400,000 Maple Street sewer extension 1,200,000 Lowell Point sewer pond repairs 3,000,000 SMIC sewer pond repairs Healthcare CIP Please see fisting attached to Capital Improvement Plan(addition from Preimnary Budget) Note• Rerll/ne!temc added after 11/04/13 budget worksess on ELECTRIC ENTERPRISE FUND Budgeted Statement of Revenues and Expenses And Change in Net Position For Fiscal Years 20I4 and 20I5 (as Amended) 20I2 20I3 2014 20I5 Actual* Budget Budget Budget Operating revenue: Sales: Residential 3,344,4I6 3,435,232 3,267,4I8 3,329,56I Small General Service 1,868,892 1,983,659 I,857,302 I,893,594 Large General Service 4,58I,I76 4,576,589 4,74I,923 4,832,455 Harbor Power Sales 288,839 290,646 308,204 310,958 Industrial Sales/Special Contracts 948,750 909,064 920,490 93I,573 Street&Yard Lights 68,648 76,707 70,000 70,000 Miscellaneous I23,790 73,000 72,000 73,000 Total operating revenue: $11,224,51I $11,344,897 $11,237,337 $11,441,141 Operating expense: Before depreciation: Salaries 938,524 1,005,852 1,034,933 I,060,049 Work order charges(salaries) -I76,230 -295,000 -293,627 -297,763 Employee benefits 547,009 605,977 568,223 587,696 Purchased services 424,678 516,992 557,444 553,422 Power for resale 4,985,3I2 5,096,000 4,760,000 4,99I,000 Supplies&maintenance 248,437 522,100 447,000 503,000 Work order charges(supplies) -I23,3I9 -225,000 -50,000 -50,000 General&Administrative 1,132,575 1,074,191 I,107,I37 1,112,458 Total operating expense: $7,976,986 $8,301,112 $8,I31,110 $8,459,862 Operating income before depreciation 3,247,525 3,043,785 3,106,227 2,981,279 Depreciation I,721,I99 (a) I,855,IO2(b) 1,821,082 (c) 1,777,308(d) Earnings from operations $1,526,326 $1,188,683 $1,285,145 $1,203,971 Non-operating revenue(expense) Interest income 119,536 50,500 72,000 72,000 Interest expense -I86,304 -330,344 -299,961 -281,686 Other revenue(expense) -I3,755 3,200 1,000 I,000 Total non-operating revenues(expenses) -$80,523 -$276,644 -$226,961 -$208,686 Earnings before contributions and transfers $1,445,803 $912,039 $1,058,184 $995,285 Capital contributions and special items I4I,677 0 0 0 Transfers(to)/from other funds -I,084,117 -I,838,042 -I,239,306 -I,255,6I0 Change in net position $503,363 -$926,003 -$18I,122 -$260,325 Beginning net position $2I,679,821 $22,183,184 $21,257,181 $21,076,059 Ending net position $22,I83,184 # $21,257,181 $21,076,059 $20,815,734 lies to annual Comprehensive Annual Financial Report Of total depreciation expense, the following amounts were attributable to capital assets funded with capital contributions: (a)$937,286 or 64%;(b)$1,063,795 or 57%;(c)$1,043,386 or 57%; d) I,030,760 or 58% LI ELECTRIC ENTERPRISE FUND 'A� Budgeted Statement of Revenues and Expenses V E�I' And Change in Net Position \`� For Fiscal Years 20I4 and 20I5 \ D �` 20I2 2013 20I4 2015 Actual* Budget Budget Budget Operating revenue: Sales: Residential 3,344,4I6 3,435,232 3,267,4I8 3,329,561 Small General Service 1,868,892 1,983,659 I,857,302 I,893,594 Large General Service 4,58I,176 4,576,589 4,74I,923 4,832,455 Harbor Power Sales 288,839 290,646 308,204 3I0,958 Industrial Sales/Special Contracts 948,750 909,064 920,490 931,573 Street&Yard Lights 68,648 76,707 70,000 70,000 Miscellaneous I23,790 73,000 72,000 73,000 Total operating revenue: $11,224,511 $II,344,897 $1I,237,337 $II,44I,I41 Operating expense: Before depreciation: Salaries 938,524 1,005,852 I,034,933 I,063,193 X1%4)(7 y Work order charges(salaries) -176,230 -295,000 -293,627 -297,763 Employee benefits 547,009 605,977 568,223 587,696 Purchased services 424,678 5I6,992 557,444 553,422 Power for resale 4,985,3I2 5,096,000 4,760,000 4,991,000 Supplies&maintenance 248,437 522,I00 447,000 503,000 Work order charges(supplies) -123,319 -225,000 -50,000 -50,000 General&Administrative 1,I32,575 I,074,I9I I,107,137 1,I12,458 Total operating expense: $7,976,986 $8,30I,II2 $8,I3I,II0 $8463,306 $ys'98`L Operating income before depreciation 3,247,525 3,043,785 3,106,227 2,977,836 Z ig I a g Depreciation I,72I,I99 (a) I,855,IO2(b) I,821,082 (c) 1,777,308(d) Earnings from operations $I,526,326 $1,I88,683 $I,285,I45 $1,200, )2034$I Non-operating revenue(expense) Interest income I19,536 50,500 72,000 72,000 Interest expense -I86,304 -330,344 -299,961 -28I,686 Other revenue(expense) -13,755 3,200 1,000 I,000 Total non-operating revenues(expenses) -$80,523 -$276,644 -$226,96I -$208,686 g $1,445,803 $912,039 $I,058,184 $9947841 Egi r 2 8s Earnings before contributions and transfers Capital contributions and special items 14I,677 0 0 0 Transfers(to)/from other funds -1,084,117 -I,838,042 -I,239,306 -1,255,6I0 Change in net position $503,363 $926,003 -$181,122 -$�63;�F9 " 2032C Beginning net position $21,679,82I $22,I83,I84 $2I,257,I8I $2I,076,059 Ending net position $22,I83,I84 * $2I,257,181 $2I,076,059 $.20781+ 1 20 o'IS33't lies to annual Comprehensive Annual Financial Report Of total depreciation expense,the following amounts were attributable to capital assets funded with capital contributions: (a)$937,286 or 64%;(b)$1,063,795 or 57%;(c)$1,043,386 or 57%;(d) 1,030,760 or 58% 9O CITY OF SEWARD ELECTRIC ENTERPRISE FUND Budgeted Statement of Cash Flow For Fiscal Year 20I4 and 20I5 (as Amended) 20I3 2014 2015 Budget Budget Budget Beginning Cash Balance at I/I/13 (e): $I,896,567 Cash is provided by(used for): Change in net position -$926,003 -$I81,122 -$260,325 Add expense items not affecting cash Depreciation I,855,IO2 I,821,082 I,777,308 Net cash provided by operations $929,099 $I,639,960 $1,5I6,983 Other sources (uses) of cash Loan repayment from General Fund 110,784 I10,784 (a) 110,784 (a) Debt principal payments -345,000 -380,000 (b) -400,000 (c) Capital outlay -489,678 -I,370,744 (d) -1,224,323 (e) Net increase(decrease)in cash $205,205 $0 $3,444 Estimated ending cash balance $2,101,772 $2,101,772 $2,105,216 (a)From General Fund to recover payments made to subsidize SMIC enterprise fund over I5 years. (b)$380K represents: 1995 bond refunded in 2005-$260K;Electric generator bond-$I20K. (c)$400K represents 1995 bond refuded in 2005-$275K;Electric generator bond-$125K. (d)Infrastructure$350K;Motor pool$175K;Work orders$343,627;Equipment$50K;MRRF$452,117. (e)Infrastructure$565K;Motor pool$175K;Work orders$347,763;Equipment$50K;MRRF$86,560. 47 CITY OF SEWARD ELECTRIC ENTERPRISE FUND Budgeted Statement of Cash Flow For Fiscal Year 20I4 and 20I5 20I3 20I4 20I5 Budget Budget Budget Beginning Cash Balance at I/I/I3 (e): $I,896,567 Cash is provided by(used for): Change in net position -$926,003 -$I81,I22 4263,769 —•Mo'D ZS Add expense items not affecting cash Depreciation I,855,IO2 I,82I,082 I,777,308 Net cash provided by operations $929,099 $I,639,960 $4.7-5÷t1-39 IS-144:3 Other sources(uses) of cash Loan repayment from General Fund 110,784 110,784 (a) 110,784 (a) Debt principal payments -345,000 -380,000 (b) -400,000 (c) Capital outlay -489,678 -I,370,744 (d) -1,224,323 (e) Net increase(decrease)in cash $205,205 $0 ..$9. 3'# '4 Estimated ending cash balance $2,I0I,772 $2,I0I,772 ,$2,I-0+ 21 orz1(. (a)From General Fund to recover payments made to subsidize SMIC enterprise fund over 15 years. (b)$380K represents: 1995 bond refunded in 2005-$260K;Electric generator bond-$I20K. (c)$400K represents 1995 bond refuded in 2005-$275K;Electric generator bond-$125K. d)Infrastructure$350K;Motor pool$175K;Work orders$343,627;Equipment$50K;MRRF$452,117. (c)Lifrastructure$565K;Motor pool$175K;Work orders$347,763;Equipment$50K;MRRF$86,560. Sponsored by: Hunt CITY OF SEWARD,ALASKA RESOLUTION 2013-085 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, ADOPTING THE WATER ENTERPRISE FUND BIENNIAL BUDGET FOR CALENDAR YEARS 2014 AND 2015 WHEREAS, the City Manager has submitted to the City Council a proposed biennial budget for the City of Seward for Calendar Years 2014 and 2015; and WHEREAS, the biennial budget was reviewed by the City Council in budget work sessions on September 16, 19, and 24, 2013, which were televised to the public; and WHEREAS, a public hearing is scheduled on the proposed budget for October 28, 2013 with an additional public hearing and final adoption scheduled for November 12, 2013. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, that: Section 1. The Water Enterprise Fund budget for Calendar Years 2014 and 2015 which is attached hereto and made a part hereof by reference and which contains estimated revenues and expenses for the period January 1, 2014 - December 31, 2015, is HEREBY ADOPTED, and the necessary funds are hereby appropriated. Section 2. This resolution shall take effect immediately upon adoption. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 12th day of November, 2013. THE CITY OF SEWARD,ALASKA Jean Bardarson, Mayor 1—K)\ CITY OF SEWARD Comprehensive List of all Budget Changes by Fund/Department AMENDMENTS FROM 2014/2015 PRELIMINARY BUDGET Updated: 11/5/2013 General Fund: 2014 Budget 2015 Budget Positive(negative) Positive(negative) financial impact adjustment Description Department (25,000) (25,000)Add a contribution to Boys&Girl's club Contributions(1191) (15,000) (15,000) Increase contributions to Senior Center Contributions(1191) (13,403) (14,610)Add part-time animal control costs Animal Control(1212) (2,146) (3,132)Add part-time animal control costs Debt Service(1910) (15,n00)ono-time most for property appraisals(split 50/50 with Harbor) Comm fl5v (115n) 52,783 Freeze merit increases only during 2015 Various 8,452 Freeze merit increases only during 2015(reduces PERS) Debt Service(1910) 55,549 11,507 Increase sales tax estimate Revenues(0000) (2,000) - Increase cost to retrofit vehicle for animal control Animal Control(1212) (2,000) - Overall impact on General Fund reserves Harbor Enterprise Fund: 15,000 Split cost of property appraisals with Community Development 7,959 Freeze merit increases only during 2015 1,243 Freeze merit increases only during 2015(reduces PERS) 24,202 Overall Harbor savings(increase to Harbor reserves) Parking Enterprise Fund (200,000) Move costs of sealing/striping parking lots from 2013 to 2014(cash flow impact) (200,000) Overall Parking costs(reduce Parking reserves) Electric Enterprise Fund: 2,970 Freeze merit increases only during 2015 474 Freeze merit increases only during 2015(reduces PERS) 3,444 Overall Electric savings(increase to Electric reserves) Cater Enterprise Fund) — J 1,159 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,350 Overall Water savings(increase to Water reserves) Wastewater Enterprise Fund: 1166 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,357 Overall Wastewater savings(increase to Wastewater reserves) Motor Pool Fund: No proposed changes - No impact on Motor Pool reserves Hospital Enterprise Fund: No proposed changes - No impact on Hospital Debt Service reserves Capital Improvement Plan: General Fund Parks and recreation warehouse replacement(cost unknown) 270,000 Public works-most immediate road repair needs 2,800,000 Public works-federal funding for road repairs 1,000,000 Public safety-new animal shelter Parking CIP 200.000 Move parking lot sealing/striping costs from 2013 to 2014 Water CIP 175,000 Mobile generation for water wells 300,000 Gateway water tank roc>yfeplacement Sewer CIP 400,000 Maple Street sewer extension 1,200,000 Lowell Point sewer pond repairs 3,000,000 SMIC sewer pond repairs Healthcare CIP Please see bstutg attached to Capital Improvement Plan taddthon from Prebmmary Budget) Note. Redline itemc added after 11/04/13 budget worksession. '+Q WATER ENTERPRISE FUND Budgeted Statement of Revenues and Expenses and Change in Net Position For Fiscal Year 2014 and 2015 (as Amended) 20I2 2013 2014 2015 Actual* Budget Budget Budget Operating revenue: Residential 408,768 421,729 433,247 444,51I Small General Service 116,573 112,480 127,603 I30,921 Large General Service 197,564 186,780 2I9,760 225,474 SMIC Sales 54,210 67,366 62,479 64,103 Industrial Sales 230,872 174,816 306,299 314,263 Miscellaneous 76,879 65,850 62,178 63,787 Charges for Services 65,243 87,000 97,263 99,792 Total operating revenue: $I,I50,109 $I,116,02I $1,308,829 $I,342,851 Operating expense before depreciation: Salaries&Benefits 295,574 340,247 344,173 391,953 Purchased services 289,504 276,855 377,200 378,600 Supplies& Maintenance 53,594 96,130 95,100 97,100 General&Administrative 353,773 267,695 282,419 284,111 Total operating expense: $992,445 $980,927 $1,098,892 $1,I5I,764 Operating income before depreciation 157,664 I35,094 209,937 191,087 Depreciation 221,179 (c) I98,883 (d) 199,238 I96,340 Operating income(loss) -$63,5I5 -$63,789 $I0,699 -$5,253 Non-operating revenues (expenses) Interest income 10,951 67,000 I0,000 10,000 Other revenue 21,984 0 0 0 Interest expense -33,908 -39,764 -29,175 -27,286 Total non-operating revenues(expenses) -$973 $27,236 -$19,175 -$17,286 Earnings before transfers and contributions -$64,488 -$36,553 -$8,476 -$22,539 Transfers Out -137,539 -295,661 -110,679 -I13,401 Transfers In 0 0 0 0 Capital contributions and special items 20,070 0 0 0 Change in net position -$18I,957 -$332,2I4 -$119,155 -$135,940 Beginning net position $6,339,353 $6,157,396 $5,825,I82 $5,706,027 Ending net position $6,157,396 * $5,825,I82 $5,706,027 $5,570,087 * Ties to annual Comprehensive Annual Financial Report Of total depreciation expense, the following amounts were attributable to capital assets funded with capital contributions: (a) $28,997 or 13%;(b) $27,653 or I4%; (c) $22,223 or 11%; (d) $22,223 or I I% • WATER ENTERPRISE FUND Budgeted Statement of Revenues and Expenses gaourg and Change in Net Position o 0\1/5 For Fiscal Year 20I4 and 20I5 I I 20I2 2013 20I4 20I5 Actual* Budget Budget Budget Operating revenue: Residential 408,768 421,729 433,247 444,5I1 Small General Service 116,573 112,480 127,603 130,92I Large General Service 197,564 186,780 219,760 225,474 SMIC Sales 54,210 67,366 62,479 64,103 Industrial Sales 230,872 174,816 306,299 314,263 Miscellaneous 76,879 65,850 62,I78 63,787 Charges for Services 65,243 87,000 97,263 99,792 Total operating revenue: $I,150,109 $I,116,021 $1,308,829 $1,342,851 Operating expense before depreciation: Salaries & Benefits 295,574 340,247 344,173 393-368 341W Purchased services 289,504 276,855 377,200 378,600 Supplies& Maintenance 53,594 96,130 95,100 97,100 General& Administrative 353,773 267,695 282,419 284,111 Total operating expense: $992,445 $980,927 $1,098,892 41-1-6-3744 i 151%S' Operating income before depreciation I57,664 135,094 209,937 I89,737!giuff Depreciation 221,I79 (c) I98,883 (d) I99,238 196,340 Operating income(loss) -$63,5I5 -$63,789 $10,699 -44483-Szs3 Non-operating revenues(expenses) Interest income I0,951 67,000 10,000 I0,000 Other revenue 21,984 0 0 0 interest expense -33,908 -39,764 -29,175 -27,286 Total non-operating revenues(expenses) -$973 $27,236 -$19,175 -$17,286 ..2.009 Earnings before transfers and contributions -$64,488 -$36,553 -$8,476 423,889 Transfers Out -I37,539 -295,661 -110,679 -113,401 Transfers In 0 0 0 0 Capital contributions and special items 20,070 0 0 0 Change in net position -$I81,957 -$332,2I4 -$119,I55 .98 Beginning net position $6,339,353 $6,157,396 $5,825,I82 $5,706,027 Ending net position $6,I57,396 * $5,825,I82 $5,706,027 $4,568,737 ✓T?oor ' Tics to annual Comprehensive Annual Financial Report Of total depreciation expense, the following amounts were attributable to capital assets funded with capital contributions: (a) $23,997 or 13%; (b)$27,653 or I4%; (c) $22,223 or 11%; (d' $22,223 or 11% 52 CITY OF SEWARD WATER ENTERPRISE FUND Budgeted Statement of Cash Flow For Fiscal Year 20I4 and 20I5 (as Amended) 2013 2014 2015 Budget Budget Budget Beginning cash balance at 1/1/13: * $957,479 Cash is provided by(used for): Change in net position -$332,2I4 -$1I9,155 -$I35,940 Add expense items not affecting cash: Depreciation 198,883 199,238 I96,340 Net cash provided by (used for) operations -$I33,331 $80,083 $60,400 Other sources (uses) of cash Debt principal payments -121,621 -I25,886 -127,774 Loan repayment from Seward Mountain Haven $0 $I,973,360 (a) $0 Capital outlay 0 -1,300,000 (b) 0 Net increase (decrease) in cash -254,952 627,557 -67,374 Estimated eliding cash balance $702,527 $1,330,084 $I,262,710 (°) Ties to CAFR and includes only Water Enterprise Fund;excludes related capital projects. (a) Assumes$1.9 Million loan repaid from Seward Mountain Haven to Water Fund in 20I4. (b) $400K Maple Street Water Line Extension(assumes City pays outright rather than borrows);$900K transfer to MRRF. Water Fund is not able to transfer funds to MRRF IN 20I5 due to new 3rd Ave.Water Line debt payments. �3 CITY OF SEWARD epLJNE WATER ENTERPRISE FUND 9J Budgeted Statement of Cash Flow For Fiscal Year 20I4 and 2015 2013 2014 2015 Budget Budget Budget Beginning cash balance at 1/1/13: * $957,479 Cash is provided by(used for): — f 35JIM° Change in net position -$332,214 -$I19,155 4+37,290 Add expense items not affecting cash: Depreciation 198,883 199,238 I96,340 It 00 Net cash provided by (used for) operations -$I33,331 $80,083 44478110 Other sources (uses) of cash Debt principal payments -121,621 -125,886 -127,774 Loan repayment from Seward Mountain Haven $0 $1,973,360 (a) $0 Capital outlay 0 -I,300,000 (b) 0 Net increase (decrease) in cash -254,952 627,557 Estimated ending cash balance $702,527 $I,330,084 $ 673617 2-1,2.?'I° (°) Ties to CAFR and includes only Water Enterprise Fund;excludes related capital projects. (a) Assumes$1.9 Million loan repaid from Seward Mountain Haven to Water Fund in 2014. (b) $400K Maple Street Water Line Extension(assumes City pays outright rather than borrows); $900K transfer to MRRF. Water Fund is not able to transfer funds to MRRF IN 2015 due to new 3rd Ave.Water Line debt payments. 51-1 Sponsored by: Hunt CITY OF SEWARD, ALASKA RESOLUTION 2013-086 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, ADOPTING THE WASTEWATER ENTERPRISE FUND BIENNIAL BUDGET FOR CALENDAR YEARS 2014 AND 2015 WHEREAS, the City Manager has submitted to the City Council a proposed biennial budget for the City of Seward for Calendar Years 2014 and 2015; and WHEREAS, the biennial budget was reviewed by the City Council in budget work sessions on September 16, 19, and 24, 2013, which were televised to the public; and WHEREAS, a public hearing is scheduled on the proposed budget for October 28, 2013 with an additional public hearing and final adoption scheduled for November 12, 2013. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, that: Section 1. The Wastewater Enterprise Fund budget for Calendar Years 2014 and 2015 which is attached hereto and made a part hereof by reference and which contains estimated revenues and expenses for the period January 1, 2014 - December 31, 2015, is HEREBY ADOPTED, and the necessary funds are hereby appropriated. Section 2. This resolution shall take effect immediately upon adoption. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 12`h day of November, 2013. THE CITY OF SEWARD, ALASKA Jean Bardarson, Mayor 55 CITY OF SEWARD Comprehensive List of all Budget Changes by Fund/Department AMENDMENTS FROM 2014/2015 PRELIMINARY BUDGET Updated: 11/5/2013 G-----. General Fund: 2014 Budget 2015 Budget Positive(negative) Positive(negative) financial impact adjustment Description Department (25,000) (25,000)Add a contribution to Boys&Girl's club Contributions(1191) (15,000) (15,000)Increase contributions to Senior Center Contributions(1191) (13,403) (14,610)Add part-time animal control costs Animal Control(1212) (2,146) (3,132)Add part-time animal control costs Debt Service(1910) (15,1100)One-time cost for property appraisals(split Sot n with Harbor) f'nmm nay (its()) 52,783 Freeze merit increases only during 2015 Various 8,452 Freeze merit increases only during 2015(reduces PERS) Debt Service(1910) 55,549 11,507 Increase sales tax estimate Revenues(0000) (2,000) - Increase cost to retrofit vehicle for animal control Animal Control(1212) (2,000) - Overall impact on General Fund reserves Harbor Enterprise Fund: 15,000 Split cost of property appraisals with Community Development 7,959 Freeze merit increases only during 2015 1,243 Freeze merit Increases only during 2015(reduces PERS) 24,202 Overall Harbor savings(increase to Harbor reserves) Parking Enterprise Fund (200,000) Move costs of sealing/striping parking lots from 2013 to 2014(cash flow impact) (200,000) Overall Parking costs(reduce Parking reserves) Electric Enterprise Fund: 2,970 Freeze merit increases only during 2015 474 Freeze merit increases only during 2015(reduces PERS) 3,444 Overall Electric savings(increase to Electric reserves) Water Enterprise Fund: 1,159 Freeze merit Increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,350 Overall Water savings(increase to Water reserves) Wastewater Enterprise Fun 1166 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,357 Overall Wastewater savings(increase to Wastewater reserves) Motor Pool Fund: No proposed changes - No impact on Motor Pool reserves Hospital Enterprise Fund: No proposed changes - No impact on Hospital Debt Service reserves Capital Improvement Plan: General Fund Parks and recreation warehouse replacement(cost unknown) 270,000 Public works-most immediate road repair needs 2,800,000 Public works-federal funding for road repairs 1,000,000 Public safety-new animal shelter Parking CIP 200.000 Move parking lot sealing/striping costs from 2013 to 2014 Water CIP 175,000 Mobile generation for water wells 300,000 Gateway water tank roc 4 replacement Sewer CIP 400,000 Maple Street sewer extension 1,200,000 Lowell Point sewer pond repairs 3,000,000 SMIC sewer pond repairs Healthcare CIP Plra e see!sing attached to Capital Improvement Plan(addition front Preliminary Budget) Note: Redline items added after 11/04/13 budget worksession, �/ WASTEWATER ENTERPRISE FUND Budgeted Statement of Revenues and Expenses and Change in Net Position For Fiscal Year 20I4 and 20I5 (as Amended) 20I2 20I3 20I4 20I5 Actual* Budget Budget Budget Operating revenues: Residential 5I5,836 54I,286 560,820 589,983 Small General Service I56,450 I26,889 I7I,I9I I80,093 Large General Service 222,200 2I6,288 257,112 270,482 SM1C Sales 29,I20 37,539 33,746 35,50I Miscellaneous 5,908 750 I,000 I,052 Total operating revenues: $929,5I4 $922,752 $I,023,869 $I,077,III Operating expenses before depreciation: Salaries&Benefits 277,664 246,904 245,226 290,I99 Purchased services 235,974 233,300 32I,200 322,000 Supplies&Maintenance 48,936 62,230 59,450 60,I00 General&Administrative I58,528 I60,295 I72,250 I72,778 Total Operating Expenses: $72I,IO2 $702,729 $798,I26 $845,077 Operating income before depreciation 208,4I2 220,023 225,743 232,034 Depreciation 29I,I73 (a) 256,695(b) 222,903 (c) 209,86I Operating Income(Loss) -$82,76I -$36,672 $2,840 $22,I73 Non-operating revenues(expenses) Interest income 7,066 2,I00 2,700 2,700 Interest expense -I,752 -935 -20 -6,000 Other non-operating revenue 20,8I0 0 0 0 Total non-operating revenues(expenses) $26,I24 $I,I65 $2,680 -$3,300 Income(loss) before operating transfers -$56,637 -$35,507 $5,520 $I8,873 Capital contributions and special item 0 0 0 0 Net transfers In(Out) -79,84I -79,300 -87,883 -92,I43 Change in net position -$I36,478 -$II4,807 -$82,363 -$73,270 Beginning net position $5,624,I0I $5,487,623 $5,372,8I6 $5,290,453 Ending net position $5,487,623 ° $5,372,8I6 $5,290,453 $5,2I7,I83 Ties to annual Comprehensive Annual Financial Report Of total depreciation expense,the following amounts were attributable to capital assets funded with capital contributions: (a) $222,329 or 76%;(b)$2I5,657 or 84%;(c)$I64,6I3 or 74%;(d)$I64,6I3 or 78% 517 WASTEWATER ENTERPRISE FUND AEOL-INfo) Bud eted Statement of Revenues and Ex enses Budgeted P �1 and Change in Net Position M I �� g For Fiscal Year 20I4 and 20I5 20I2 20I3 20I4 20I5 Actual* Budget Budget Budget Operating revenues: Residential 5I5,836 54I,286 560,820 589,983 Small General Service I56,450 I26,889 I7I,I9I I80,093 Large General Service 222,200 2I6,288 257,112 270,482 SMIC Sales 29,I20 37,539 33,746 35,50I Miscellaneous 5,908 750 I,000 I,052 Total operating revenues: $929,5I4 $922,752 $I,023,869 $I,077,III Operating expenses before depreciation: 24oi99 Salaries&Benefits 277,664 246,904 245,226 .49-1-755.6. Purchased services 235,974 233,300 32I,200 322,000 Supplies&Maintenance 48,936 62,230 59,450 60,100 General&Administrative I58,528 I60,295 I72,250 I72,778 Total Operating Expenses: $72I,IO2 $702,729 $798,I26 $.8467*s Operating income before depreciation 208,4I2 220,023 225,743 239, "if Depreciation 29I,I73 (a) 256,695(b) 222,903 (c) 209,86I Operating Income(Loss) -$82,76I -$36,672 $2,840 $2A84.6 2244.3 Non-operating revenues(expenses) Interest income 7,066 2,I00 2,700 2,700 Interest expense -I,752 -935 -20 -6,000 Other non-operating revenue 20,8I0 0 0 0 Total non-operating revenues(expenses) $26,I24 $I,I65 $2,680 -$3,300 gaV3 Income(loss) before operating transfers -$56,637 -$35,507 $5,520 $-17*1-fr Capital contributions and special item 0 0 0 0 Net transfers In(Out) -79,84I -79,300 -87,883 -92,143 -13zO Change in net.position -$I36,478 -$II4,807 -$82,363 -4.4,(-37 Beginning net position $5,624,I0I $5,487,623 $5,372,8I6 $5,290,453 Ending net position $5,487,623 * $5,372,8I6 $5,290,453 ', „6 g3 52.1 Ties to annual Comprehensive Annual Financial Report 0 f total depreciation expense, the following amounts were attributable to capital assets funded with capital contributions: (a) $222329 or 76%;(b)$2I5,657 or 84%;(c)$I64,6I3 or 74%;(d)$I64,613 or 78% CITY OF SEWARD WASTEWATER ENTERPRISE FUND Budgeted Statement of Cash Flow For Fiscal Year 20I4 and 20I5 (as Amended) 20I3 2014 20I5 Budget Budget Budget Beginning cash balance at I/I/I3:* $605,982 Cash is provided by(used for): Change in net position -$114,807 -$82,363 -$73,270 Add expense items not affecting cash Depreciation 256,695 222,903 209,861 Net cash provided by(used for)operations $141,888 $140,540 $1 36,591 Other uses of cash Debt principal payments -61,022 -78,173 (a) -94,138 (b) Capital outlay -4,000 -132,367 (c) -4I,096 (d) Net increase(decrease)in cash $76,866 -$70,000 $1,357 Estimated ending cash balance $682,848 $612,848 $614,205 (°) Ties to CAFR and includes only Wastewater Enterprise Fund;excludes related capital projects. See below. (a)Dairy Hill sewer loan principal-$1,333;Lowell Point sewer-$0;General Fund Loan-$76,840. (b)Dairy Hill sewer loan principal-$0;GF Lowell Pt.Lagoon Loan-$76,840;new Maple Street Extension proposed-$17,298. (c)Motor Pool contribution-$4,500; Two blowers-$70K;MRRF$57,867 contribution. (d)Motor Pool contribution-$4,500; MRRF$36,596 contribution. 59 CITY OF SEWARD EJ)L I N e WASTEWATER ENTERPRISE FUND Budgeted Statement of Cash Flow 1` For Fiscal Year 20I4 and 20I5 20I3 20I4 2015 Budget Budget Budget Beginning cash balance at 1/I/I3:* $605,982 Cash is provided by(used for): Change in net position -$114,807 -$82,363 -$42.. 732 Add expense items not affecting cash Depreciation 256,695 222,903 209,861 Net cash provided by(used for)operations $141,888 $140,540 $135,234 /34P" Other uses of cash Debt principal payments -61,022 -78,173 (a) -94,138 (b) Capital outlay -4,000 -132,367 (c) -41,096 (d) Net increase(decrease)in cash $76,866 -$70,000 )333' Estimated ending cash balance $682,848 $612,848 $.6.12,848 10/ 20 (") 'Ties to CAFR and includes only Wastewater Enterprise Fund;excludes related capital projects. See below. (a)Dairy Hill sewer loan principal-$1,333;Lowell Point sewer-$0;General Fund Loan-$76,840. (b)Dairy Hill sewer loan principal-$0;GF Lowell Pt.Lagoon Loan-$76,840;new Maple Street Extension proposed-$17,298. (c)Motor Pool contribution-$4,500; Two blowers-$70K;MRRF$57,867 contribution. (d)Motor Pool contribution-$4,500; MRRF$36,596 contribution. (,o Sponsored by: Hunt CITY OF SEWARD,ALASKA RESOLUTION 2013-087 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, ADOPTING THE MOTOR POOL INTERNAL SERVICE FUND BIENNIAL BUDGET FOR CALENDAR YEARS 2014 AND 2015 WHEREAS, the City Manager has submitted to the City Council a proposed biennial budget for the City of Seward for Calendar Years 2014 and 2015; and WHEREAS, the biennial budget was reviewed by the City Council in budget work sessions on September 16, 19, and 24, 2013, which were televised to the public; and WHEREAS, a public hearing is scheduled on the proposed budget for October 28, 2013 with public hearing and final adoption scheduled for November 12, 2013. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, that: Section 1. The Motor Pool Internal Service Fund biennial budget for Calendar Years 2014 and 2015 which is attached hereto and made a part hereof by reference and which contains estimated revenues and expenses for the period January 1, 2014 - December 31, 2015, is HEREBY ADOPTED, and the necessary funds are hereby appropriated. Section 2. This resolution shall take effect immediately upon adoption. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 12th day of November, 2013. THE CITY OF SEWARD,ALASKA Jean Bardarson, Mayor (01 CITY OF SEWARD Comprehensive List of all Budget Changes by Fund/Department AMENDMENTS FROM 2014/2015 PRELIMINARY BUDGET Updated: 11/5/2013 General Fund: 2014 Budget 2015 Budget Positive(negative) Positive(negative) financial impact adjustment Description Department (25,000) (25,000)Add a contribution to Boys 8 Girl's club Contributions(1191) (15,000) (15,000) Increase contributions to Senior Center Contributions(1191) (13,403) (14,610)Add part-time animal control costs Animal Control(1212) (2,146) (3,132)Add part-time animal control costs Debt Service(1910) (15,nnn)One-time cost for property appraisals(split 50/50 with Harbor) Comm flex (115n) 52,783 Freeze merit increases only during 2015 Various 8,452 Freeze merit increases only during 2015(reduces PERS) Debt Service(1910) 55,549 11,507 Increase sales tax estimate Revenues(0000) (2,000) - Increase cost to retrofit vehicle for animal control Animal Control(1212) (2,000) - Overall impact on General Fund reserves Harbor Enterprise Fund: 15,000 Split cost of property appraisals with Community Development 7,959 Freeze merit increases only during 2015 1,243 Freeze merit increases only during 2015(reduces PERS) 24,202 Overall Harbor savings(increase to Harbor reserves) Parking Enterprise Fund (200,000) Move costs of sealing/striping parking lots from 2013 to 2014(cash flow impact) (200,000) Overall Parking costs(reduce Parking reserves) Electric Enterprise Fund: 2,970 Freeze merit Increases only during 2015 474 Freeze merit increases only during 2015(reduces PERS) 3,444 Overall Electric savings(increase to Electric reserves) Water Enterprise Fund: 1,159 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,350 Overall Water savings(increase to Water reserves) Wastewater Enterprise Fund: 1166 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,357 Overall Wastewater savings(increase to Wastewater reserves) Motor Pool Fund: No proposed changes - No impact on Motor Pool reserves Hospital Enterprise Fund: No proposed changes - No impact on Hospital Debt Service reserves Capital Improvement Plan: General Fund Parks and recreation warehouse replacement(cost unknown) 270,000 Public works-most immediate road repair needs 2,800,000 Public works-federal funding for road repairs 1,000,000 Public safety-new animal shelter Parking CIP 200.000 Move parking lot sealing/striping costs from 2013 to 2014 Water CIP 175,000 Mobile generation for water wells 300,000 Gateway water tank rooceplacement Sewer CIP 400,000 Maple Street sewer extension 1,200,000 Lowell Point sewer pond repairs 3,000,000 SMIC sewer pond repairs Healthcare CIP Please see listing attached to Capital Improvement Plan(addition from Preliminary Budget) Note. Redl)ne Items added after 11/04/13 budget worksession. MOTOR POOL INTERNAL SERVICE FUND p tw' N Budgeted Statement of Revenues, Expenses 0'41)\ 3 and Change in Net Position \D For 20I4 and 20I5 2012 2013 2014 2015 Actual * Budget Budget Budget Operating revenues - vehicle rental $508,999 $684,959 $494,532 $470,439 Operating expenses - depreciation and other 425,597 38I,933 405,772 392,052 Operating income (loss) 83,402 303,026 88,760 78,387 Non-operating revenue(expense) Interest income 62,9I0 65,000 6,000 6,000 Interest expense (I6,83I) (20,409) (259) 0 Other non-operating I,522 0 48,I97 43,952 Total non-operating revenue (expense) 47,60I 44,59I 53,938 49,952 Earnings before transfers I3I,003 347,6I7 I42,698 I28,339 Transfers (to) from other funds 0 0 0 0 Change in net position I3I,003 347,6I7 I42,698 I28,339 Beginning net position 4,229,I03 4,360,I06 4,707,723 4,850,42I Ending net position $4,360,I06 * $4,707,723 $4,850,42I $4,978,760 # Ties to annual Comprehensive Annual Financial Report 0 CITY OF SEWARD MOTOR POOL INTERNAL SERVICE FUND 001‘ p�Q� Budgeted Statement of Cash Flow Np For 20I4 and 2015 1,0\ c11 2013 2014 2015 Budget Budget Budget Beginning Cash Balance at 1/1/13 *: $1,089,780 Cash is provided by(used for): Change in net assets 347,6I7 142,698 128,339 Add expense items not affecting cash Depreciation 381,933 405,772 392,052 Net cash provided by operations $729,550 $548,470 $520,391 Other sources of cash Capital lease proceeds 0 0 0 Loan repayment-50-Ton travclift 29,22I 29,22I 29,221 Loan repayment-SGH PERS 98,576 98,576 98,576 Other uses of cash Debt principal payments -184,507 -31,320 (a) 0 (b) Capital outlay -123,000 -1,029,000 (c) -548,000 (d) Net increase(decrease) in cash $549,840 -$384,053 $100,188 Estimated ending cash balance $1,639,620 $1,255,567 $1,355,755 (°) Ties to CAFR. (a) Capital lease/purchase payments:Loaders-$31,320 (b) No outstanding capital leases. (c) $75K street flatbed;$62K shop truck;$70K parks toolcat;$32K grader wing;$60K harbor oil truck;$300K grader;$30K city,mgr truck;$400K digger derrick. (d) $350K engine 3 refurb;$36K parking;$45K parks plow truck;$50K streets;$42K tyc van;$25K wire trailer. (Plj Sponsored by: Hunt CITY OF SEWARD, ALASKA RESOLUTION 2013-088 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, ADOPTING THE HOSPITAL ENTERPRISE FUND BIENNIAL BUDGET FOR CALENDAR YEARS 2014 AND 2015 WHEREAS, the City Manager has submitted to the City Council a proposed biennial budget for the City of Seward for Calendar Years 2014 and 2015; and WHEREAS, the biennial budget was reviewed by the City Council in budget work sessions on September 16, 19, and 24, 2013, which were televised to the public; and WHEREAS, a public hearing is scheduled on the proposed budget for October 28, 2013 with an additional public hearing and final adoption scheduled for November 12, 2013. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, that: Section 1. The Hospital Enterprise Fund biennial budget for Calendar Years 2014 and 2015 which is attached hereto and made a part hereof by reference and which contains estimated revenues and expenditures for the period January 1, 2014 - December 31, 2015, is HEREBY ADOPTED, and the necessary funds are hereby appropriated. Section 2. This resolution shall take effect immediately upon adoption. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 12th day of November, 2013. THE CITY OF SEWARD,ALASKA Jean Bardarson, Mayor CITY OF SEWARD Comprehensive List of all Budget Changes by Fund/Department AMENDMENTS FROM 2014/2015 PRELIMINARY BUDGET Updated: 11/5/2013 General Fund: 2014 Budget 2015 Budget Positive(negative) Positive(negative) financial impact adjustment Description Department (25,000) (25,000)Add a contribution to Boys&Girls club Contributions(1191) (15,000) (15,000) Increase contributions to Senior Center Contributions(1191) (13,403) (14,610)Add part-time animal control costs Animal Control(1212) (2,146) (3,132)Add part-time animal control costs Debt Service(1910) (15,nn0)One-lima cost for pmperty appraisals(split 5n/5n with Harbor) Comm flay (115n) 52,783 Freeze merit increases only during 2015 Various 8,452 Freeze merit increases only during 2015(reduces PERS) Debt Service(1910) 55,549 11,507 Increase sales tax estimate Revenues(0000) (2,000) - Increase cost to retrofit vehicle for animal control Animal Control(1212) (2,000) - Overall impact on General Fund reserves Harbor Enterprise Fund: 15,000 Split cost of property appraisals with Community Development 7,959 Freeze merit increases only during 2015 1,243 Freeze merit increases only during 2015(reduces PERS) 24,202 Overall Harbor savings(increase to Harbor reserves) Parking Enterprise Fund (200,000) Move costs of sealing/striping parking lots from 2013 to 2014(cash flow impact) (200,000) Overall Parking costs(reduce Parking reserves) Electric Enterprise Fund: 2,970 Freeze merit increases only during 2015 474 Freeze merit increases only during 2015(reduces PERS) 3,444 Overall Electric savings(increase to Electric reserves) Water Enterprise Fund: 1,159 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,350 Overall Water savings(increase to Water reserves) Wastewater Enterprise Fund: 1166 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,357 Overall Wastewater savings(increase to Wastewater reserves) Motor Pool Fund: No proposed changes - No impact on Motor Pool reserves Hospital Enterprise Fund: No proposed changes - No impact on Hospital Debt Service reserves Capital Improvement Plan: General Fund Parks and recreation warehouse replacement(cost unknown) 270,000 Public works-most immediate road repair needs 2,800,000 Public works-federal funding for road repairs 1,000,000 Public safety-new animal shelter Parking CIP 200.000 Move parking lot sealing/striping costs from 2013 to 2014 Water CIP 175,000 Mobile generation for water wells 300,000 Gateway water tank roiteplacement Sewer CIP 400,000 Maple Street sewer extension 1,200,000 Lowell Point sewer pond repairs 3,000,000 SMIC sewer pond repairs Healthcare CIP Please see listing attached to Capital Improvement Plan(addition from Preliminary Budget) Note; Rer1/foe items added after 11/04/17 budget worksesston ()e HOSPITAL ENTERPRISE FUND Budgeted Statement of Revenues and Expenses dAC AI) and Changes in Net Position ttO For 2014 and 20I5 2012 2013 2014 2015 Actual* Budget Budget Budget Revenues(investment earnings): $730 $10,000 $5,000 $5,000 Operating Expenses: Debt service interest 113,661 12,425 0 65,443 61,807 Capital equipment and other 0 72,485 0 0 Hospital contributions for capital needs 200,000 562,457 242,795 462,794 Community Health Center start-up costs 0 225,000 (a; 700,000 500,000 Depreciation 1,963,419 259,916 242,672 203,953 Total expenses $2,277,080 $1,132,283 $1,250,910 $1,228,554 Earnings(loss)before transfers -$2,276,350 -$1,122,283 -$1,245,910 -$1,223,554 Operating transfers from other funds 1,053,063 1,052,071 1,072,500 1,092,500 Operating transfers to other funds -I,447,039 -134,704 0 0 Change in net position -$2,670,325 -$204,9I6 -$I73,4I0 -$I3I,054 (a) Clinic space remodel- $I50K;CHC Board start-up request- $75K * Does not tie to CAFR since City budgets Hospital and LTC separately, and does not budget for PSMC operations. CAFR aggregates the City's hospital enterprise fund,LTC enterprise fund,and PSMCC financial statements into one Fund. CITY OF SEWARD HOSPITAL ENTERPRISE FUND O A J Li Budgeted Statement of Cash Flow i° For 20I4 and 20I5 2013 2014 2015 Budget Budget Budget Beginning Cash Balance at 1/1/13: $945,498 Cash is provided by(used for): Change in net position -$204,916 -$173,410 -$131,054 Add expense items not affecting cash Depreciation 259,9I6 242,672 203,953 Net cash provided by operations $55,000 $69,262 $72,899 Other sources (uses) of cash Debt principal -7I0,000 (a) -69,262 (b) -72,899 (b) Capital outlay 0 0 0 Net increase (decrease) in cash -$655,000 $0 $0 Estimated ending cash balance $290,498 $290,498 $290,498 (a) Reflects final years'payment of Hospital Bonds which matured in 20I3. (b) Reflects Seward General Hospital Public Employees' Retirement System debt previously paid by General Fund. Once hospital bonds matured, sales tax reserved for healthcare purposes becomes new source of repayment of SGH PERS debt. ('S Sponsored by: Hunt CITY OF SEWARD, ALASKA RESOLUTION 2013-089 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, ADOPTING THE SEWARD MOUNTAIN HAVEN ENTERPRISE FUND BIENNIAL BUDGET FOR CALENDAR YEARS 2014 AND 2015 WHEREAS, the City Manager has submitted to the City Council a proposed biennial budget for the City of Seward for Calendar Years 2014 and 2015; and WHEREAS, the biennial budget was reviewed by the City Council in budget work sessions on September 16, 19, and 24, 2013, which were televised to the public; and WHEREAS, a public hearing is scheduled on the proposed budget for October 28, 2013 with an additional public hearing and final adoption scheduled for November 12, 2013. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, that: Section 1. The Seward Mountain Haven Enterprise Fund biennial budget for Calendar Years 2014 and 2015 which is attached hereto and made a part hereof by reference and which contains estimated revenues and expenditures for the period January 1, 2014 - December 31, 2015, is HEREBY ADOPTED, and the necessary funds are hereby appropriated. Section 2. This resolution shall take effect immediately upon adoption. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 12th day of November, 2013. THE CITY OF SEWARD,ALASKA Jean Bardarson, Mayor SEWARD MOUNTAIN HAVEN ENTERPRISE FUND Budgeted Statement of Revenues and Expenses "� �ei ' and Changes in Net Position NO V' For 2014 and 2015 2012 2013 2014 2015 Actual * Budget Budget Budget Revenues: Interest earnings 7,705 0 0 0 LTC capital cost reimbursement 2,987,9I1 I,954,4I3 2,529,006 I,950,788 Total revenues $2,995,616 $1,954,413 $2,529,006 $1,950,788 Expenses: Debt service interest and other costs I,973,170 I,204,4I3 I,I66,038 I,I25,788 Depreciation 2,042,958 2,022,677 I,930,35I I,653,02I Total expenses $4,016,128 $3,227,090 $3,096,389 $2,778,809 Excess(deficit)of revenues over expenditures -$1,020,512 -$1,272,677 -$567,383 -$828,021 Operating transfers from other funds 0 0 0 0 Operating transfers to other funds 0 0 0 0 Change in net position -$1,020,512 -$1,272,677 -$567,383 -$828,021 l0 CITY OF SEWARD SEWARD MOUNTAIN HAVEN ENTERPRISE FUND Budgeted Statement of Cash Flow 64‘Ali For 20I4 and 20I5 o 2013 2014 2015 Budget Budget Budget Beginning Cash Balance at 1/1/13: $1,025,189 Cash is provided by(used for): Change in net position -$1,272,677 -$567,383 -$828,021 Add expense items not affecting cash Depreciation 2,022,677 I,930,35I I,653,02I Net cash provided by operations $750,000 $1,362,968 $825,000 Other sources (uses) of cash Debt principal -750,000 (a) -785,000 (a) -825,000 (a) Reimbursement from PSMC for rate settlement 0 2,343,563 0 Reimburse Water Fund for bond reserve 0 -I,973,360 0 Capital outlay 0 0 0 Net increase (decrease) in cash $0 $948,171 $0 Estimated ending cash balance $1,025,189 $1,973,360 $1,973,360 (a) Seward Mountain Haven revenue bonds. I( i Sponsored by: Hunt CITY OF SEWARD,ALASKA RESOLUTION 2013-090 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, ADOPTING THE 2014 - 2015 CAPITAL IMPROVEMENT PLAN WHEREAS, the City Manager has submitted to the City Council a proposed biennial budget for the City of Seward for Calendar Years 2014 and 2015; and WHEREAS, the biennial budget was reviewed by the City Council in budget work sessions on September 16, 19, and 24, 2013, which were televised to the public; and WHEREAS, a public hearing is scheduled on the proposed budget and Capital Improvement Plan for October 28, 2013 with an additional public hearing and final adoption scheduled for November 12, 2013; and WHEREAS, there is $600,000 designated in the Calendar Year 2014 General Fund Budget and $250,000 designated in the CY 2015 General Fund Budget to finance capital improvements, contingent on receipt of$250,000 per year from State Revenue Sharing; and WHEREAS, the Capital Acquisition Fund will receive funding in the amount of$76,840 from the Sewer Enterprise Fund as partial repayment of a 1990 loan from the General Fund. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD,ALASKA, that: Section 1. The Capital Improvement Plan for Calendar Years 2014 and 2015, which is attached hereto and made a part hereof by reference, is HEREBY ADOPTED. Section 2. Funding in the amount of $600,000 is hereby appropriated in 2014 and $250,000 in 2015 for the purpose of meeting capital needs for the General Fund, subject to receipt of$250,000 per year in funding from the State of Alaska revenue sharing program. Section 3. This resolution shall take effect immediately upon adoption. rl CITY OF SEWARD Comprehensive List of all Budget Changes by Fund/Department AMENDMENTS FROM 2014/2015 PRELIMINARY BUDGET Updated: 11/5/2013 �r General Fund: 2014 Budget 2015 Budget Positive(negative) Positive(negative) financial impact adjustment Description Department (25,000) (25,000)Add a contribution to Boys&Girl's club Contributions(1191) (15,000) (15,000) Increase contributions to Senior Center Contributions(1191) (13,403) (14,610)Add part-time animal control costs Animal Control(1212) (2,146) (3,132)Add part-time animal control costs Debt Service(1910) (15,000)fine-time cost for property appraisals(split 5n/5n with Harbor) (omm fle" (115n) 52,783 Freeze merit Increases only during 2015 Various 8,452 Freeze merit increases only during 2015(reduces PERS) Debt Service(1910) 55,549 11,507 Increase sales tax estimate Revenues(0000) (2,000) - Increase cost to retrofit vehicle for animal control Animal Control(1212) (2,000) - Overall impact on General Fund reserves Harbor Enterprise Fund: 15,000 Split cost of property appraisals with Community Development 7,959 Freeze merit increases only during 2015 1,243 Freeze merit Increases only during 2015(reduces PERS) 24,202 Overall Harbor savings(increase to Harbor reserves) Parking Enterprise Fund (200,000) Move costs of sealing/striping parking lots from 2013 to 2014(cash flow impact) (200,000) Overall Parking costs(reduce Parking reserves) Electric Enterprise Fund: 2,970 Freeze merit increases only during 2015 474 Freeze merit increases only during 2015(reduces PERS) 3,444 Overall Electric savings(increase to Electric reserves) Water Enterprise Fund: 1,159 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,350 Overall Water savings(increase to Water reserves) Wastewater Enterprise Fund: 1166 Freeze merit increases only during 2015 191 Freeze merit increases only during 2015(reduces PERS) 1,357 Overall Wastewater savings(increase to Wastewater reserves) Motor Pool Fund: No proposed changes - No impact on Motor Pool reserves Hospital Enterprise Fund: No proposed changes - No impact on Hospital Debt Service reserves Ca ital Improvement Pla General Fund Parks and recreation warehouse replacement(cost unknown) 270,000 Public works-most immediate road repair needs 2,800,000 Public works-federal funding for road repairs 1,000,000 Public safety-new animal shelter Parking CIP 200.000 Move parking lot sealing/striping costs from 2013 to 2014 Water CIP 175,000 Mobile generation for water wells 300,000 Gateway water tank roc eplacement Sewer CIP 400,000 Maple Street sewer extension 1,200,000 Lowell Point sewer pond repairs 3,000,000 SMIC sewer pond repairs Healthcare CIP Please see listing attached to Capital Improvement Plan(addtlron from Prellmmary Budget) Note: Redline items added after 11104/13 budget worksessron. 3 ri Capital Improvement Plan General Fund-Related Capital Projects Fiscal Year 2014 and 2015(as Amended) c New or Project Funding Source Project Description Replace Year Cost City Portion Other Portion Source Projects Slated for Funding in 2014 and 2015: City Shop: Diesel fuel dispensing system R 2014 $75,000 $75,000 Capital Acquisition Fund Campgrounds: Automation of fee collection N 2014 $100,000 $100,000 Capital Acquisition Fund Campgrounds:Small Outdoor Restroom-Williams Park a N 2014 $126,000 $25,000 $100,000 Capital Acquisition Fund City Hall: Carpet replacement(carried forward from 2013) R 2014 $95,000 $95,000 Capital Acquisition Fund Clerk: City Code pagination projection R 2014 $10,000 $10,000 Capital Acquisition Fund Public Works: ADA sidewalk improvements R 2014 $100,000 $100,000 Capital Acquisition Fund Public Works: address the moot unmet-hate road repair need h R 2014 $270.000 $270,000 Capital Acquisition Fund Public Works. Federal funding for road Improvements c H 2014 $2,800,000 $2,800,000 Federal earmark Total Projects in 2014: $3,575,000 $675,000 $2,900,000 City Hall roof repairs 2015 $100,000 $100,000 Capital Acquisition Fund - 2945 $330,000 $240,000 Capitel-Aequisitien-Feed Total Projects in 2015: $100,000 $100,000 $0 CITY SHOP: City Shop Facility Phase I:Site Layout/Design R $75,000 $75,000 General Fund Total City Shop Projects: $75,000 $75,000 $0 PUBLIC SAFETY: Ness animal shelter R • $1,000,000 $200,000 $800,000 General Fund/Grant Fire Hydrant upgrades-Ph.II R $200,000 $200,000 General Fund Refurbish Fireboat dings,dents,bottom paint,repaint R $27,000 General Fund Lowell Point erosion mitigation R $200,000 $200,000 Federal/State Generator for AVTEC emergency shelter N $125,000 $125,000 General Fund Satellite Fire Station/Storage Facility(Forest Acres) N $6,000,000 $6,000,000 Grant Ladder Platform Vehicle N $950,000 $950,000 Grant Satellite Station on Nash Road N $1,407,600 $1,407,600 Grant Fire Hall electric meter base relocate,rewire,security N $65,000 $65,000 General Fund Road improvements R $2,700,000 $300,000 $2,400,000 Federal/State Replace existing fire station R $4,446,000 $4,446,000 State/General Expand SMIC building storing engine N $33,000 $33,000 General Fund Public Safety Building N $5,665,000 $5,665,000 General Fund Total Public Safety Projects: $22,818,600 $6,588,000 $16,203,600 PARKS&RECREATION: Replace Warehouse H 10► Unknown Unknown General Fund Replace Wellington Pavilion R $400,000 $400,000 General Fund TYC landscape,fence,play area R $25,410 $25,410 General Fund Beach Erosion Engineering Study N $150,000 $150,000 FederaUGeneral Beach Erosion repairs at waterfront It $88,000 $88,000 Federal/General Beach Erosion control finger construction N $88,000 $88,000 Federal/General Lagoon Boardwalk rebuild R $264,000 $264,000 General Fund Restroom and Concession Stand Upgrade R $179,300 $179,300 General Fund Informationalldirectional maps N $23,100 $23,100 General Fund Forest Acres campground improvements R $35,000 $35,000 General Fund Jon Perry softball field fence replacement R $75,000 $75,000 General Fund Centennial-12e4 N - $447,500 $0 $447,500 Great Sweet Smelling Toilet at culvert N $48,400 $48,400 General Fund Marathon Campground rehabilitation R $52,800 $52,800 General Fund Forest Acres Park playground upgrades R $38,500 $38,500 General Fund Harborside Park-Phase I/Seaview Campground R $150,150 $150,150 General Fund Harbor Park(new south harbor uplands) N $890,900 $890,900 State/General Little League Field restrooms R $187,000 $187,000 General Fund Boulder Field-turf,fence,grade,drains R $275,000 $275,000 General Fund Total Parks&Recreation Projects: $2,970,560 $2,970,560 $0 CITY HALL/LIBRARY/OTHER: City Hall electrical upgrades R $65,000 $65,000 General Fund City Hall ADA improvements N $40,000 $40,000 General Fund City Hall fire alarm system upgrade It $40,000 $40,000 General Fund Fix ventilation at City Hall It $85,000 $85,000 General Fund Total City Hall/Library Projects: $230,000 $230,000 $0 Total General Fund Projects: $29,769,160 $10,638,560 $19,103,600 Total General Fund Projects for 2014: $3 575,000 Total General Fund Projects for 2015: $100,000 Note: 2014 Budget includes$600,000 and 2015 includes$250,000 for capital projects;$250K each year based on receipt of State Revenue Sharing funding. a-Cost refined b-Moved from 2015 to 2014. Funding available in Capital Acquisition Fund. c-Federal funding earmarked for Seward. Added item=Red font Subtracted item=strikethrough y r, M a l t a, (2‘941d‘ 11 l y 113 wor gsecS t oh. Capital Improvement Plan � �� General Fund-Related Capital Projects Fiscal Year 2014 and 2015(as Amended) New or Project Funding Source Project Description Replace Year Cost City Portion Other Portion Source Projects Slated for Funding in 2014 and 2015: City Shop: Diesel fuel dispensing system R 2014 $75,000 $75,000 Capital Acquisition Fund Campgrounds: Automation of fee collection N 2014 $100,000 $100,000 Capital Acquisition Fund Campgrounds:Small Outdoor Restroom-Williams Park a N 2014 $125,000 $25,000 $100,000 Capital Acquisition Fund City Hall: Carpet replacement(carried forward from 2013) R 2014 $95,000 $95,000 Capital Acquisition Fund Clerk: City Code pagination projection R 2014 $10,000 $10,000 Capital Acquisition Fund Public Works: ADA sidewalk improvements R 2014 $100,000 $100,000 Capital Acquisition Fund Public Works address the most immediate road repair need b R 2014 $270,000 $270,000 Capital Acquisition Fund Public Works. Federal funding for road improvements c R 2014 $2,800,000 $2,800,000 Federal earmark Total Projects in 2014: $3,575,000 $675,000 $2,900,000 City Hall roof repairs 2015 $100,000 $100,000 Capital Acquisition Fund - 2048 $370,000 $270:600 Cepitel-,4eitoieit,ien-Food^4. Total Projects in 2015: $100,000 $100,000 $0 CITY SHOP: City Shop Facility Phase I:Site Layout/Design R $75,000 $75,000 General Fund Total City Shop Projects: $75,000 $75,000 $0 PUBLIC SAFETY: Fire Hydrant upgrades-Ph.II R $200,000 $200,000 General Fund Refurbish Fireboat dings,dents,bottom paint,repaint R $27,000 General Fund Lowell Point erosion mitigation R $200,000 $200,000 Federal/State Generator for AVTEC emergency shelter N $125,000 $125,000 General Fund Satellite Fire Station/Storage Facility(Forest Acres) N $6,000,000 $6,000,000 Grant Ladder Platform Vehicle N $950,000 $950,000 Grant Satellite Station on Nash Road N $1,407,600 $1,407,600 Grant Fire Hall electric meter base relocate,rewire,security N $65,000 $65,000 General Fund Road improvements R $2,700,000 $300,000 $2,400,000 FederallState Replace existing fire station R $4,446,000 $4,446,000 State/General Expand SMIC building storing engine N $33,000 $33,000 General Fund Public Safety Building N $5,665,000 $5,665,000 General Fund Total Public Safety Projects: $21,818,600 $6,388,000 $15,403,600 PARKS&RECREATION: Replace Wellington Pavilion R $400,000 $400,000 General Fund TYC landscape,fence,play area R $25,410 $25,410 General Fund Beach Erosion Engineering Study N $150,000 $150,000 Federal/General Beach Erosion repairs at waterfront R $88,000 $88,000 Federal/General Beach Erosion control finger construction N $88,000 $88,000 Federal/General Lagoon Boardwalk rebuild R $264,000 $264,000 General Fund Restroom and Concession Stand Upgrade R $179,300 $179,300 General Fund Informational/directional maps N $23,100 $23,100 General Fund Forest Acres campground improvements R $35,000 $35,000 General Fund Jon Perry softball field fence replacement R $75,000 $75,000 General Fund N - $447,100 $0 $447,500 Grant Sweet Smelling Toilet at culvert N $48,400 $48,400 General Fund Marathon Campground rehabilitation R $52,800 $52,800 General Fund Forest Acres Park playground upgrades R $38,500 $38,500 General Fund Harborside Park-Phase I/Seaview Campground R $150,150 $150,150 General Fund Harbor Park(new south harbor uplands) N $890.900 $890,900 State/General Little League Field restrooms R $187,000 $187,000 General Fund Boulder Field-turf,fence,grade,drains R $275,000 $275,000 General Fund Total Parks&Recreation Projects: $2,970,560 $2,970,560 $0 CITY HALL/LIBRARY/OTHER: City Hall electrical upgrades R $65,000 $65,000 General Fund City Hall ADA improvements N $40,000 $40,000 General Fund City Hall fire alarm system upgrade R $40,000 $40,000 General Fund Fix venitilation at City Hall R $85,000 $85,000 General Fund Total City Hall/Library Projects: $230,000 $230,000 $0 Total General Fund Projects: $28,769,160 $10,438,560 $18,303,600 Total General Fund Projects for 2014: $3,575,000 Total General Fund Projects for 2015: $100,000 Note: 2014 Budget includes$600,000 and 2015 includes$250,000 for capital projects;$250K each year based on receipt of State Revenue Sharing funding. a-Cost refined b-Moved from 2015 to 2014. Funding available in Capital Acquisition Fund. c-Federal funding earmarked for Seward. Added item=Red font Subtracted item=stnkethrough 95 Capital Improvement Plan Parking-Related Capital Projects 2014 and 2015 New or Project Funding Source Project Description Replace Year Cost City Portion Other Portion Source Parking IAA sealing/striping R 2014 $200,00 $200,000 Parking Parking office/chalet replacement R $10.000 $10,000 Parking Other: New Harbor Uplands projects N $125,000 $125,000 Parking/Grant NE Parking Fencing on W.and N.borders N $140,000 $140,000 Parking Total Parking Fund Projects: $275,000 $275,000 u Rn n . . d Prot e�ts.fo. . ...............................x:201 :and:BQlbr>:?:>:::::>:>:::>:<::>::>::>:' tf' ;;:.;:.::.;::.. ;•;:<•;.:.::.;:.;:.;:.;:.::.;.::.;:.;:;;:.::•;:..:•;:•::.;:.;:.;:.;:.;:.::.;:.:.;:::.;:.;.:::>::>:::> .....»':::...................J.......... .................................... 20 OQO...........$200€1110......:............................................:.....:........:........ ,.a Note: No Parking Major Maintenance,Repair&Replacement Fund tUdtd A'i`r ttkltol3 91A 51-+ worKUSSicr� • co Capital Improvement Plan ( � Parking-Related Capital Projects 2014 and 2015 New or Project Funding Source Project Description Replace Year Cost City Portion Other Portion Source Parking office/chalet replacement R $10,000 $10,000 Parking Other: New Harbor Uplands projects N $125,000 $125,000 Parking!Grant NE Parking Fencing on W.and N.borders N $140,000 $140,000 Parking Total Parking Fund Projects: $275,000 $275,000 <> � d. �u�s:�'�x::2nd:�t.aid::�lf���3.:.;:<:::: :.;:.;:;::• .:;.. . �' ::.;;>:;':::`>'�:.: > Taal,:Par����:�..�..:Pr..�►i.......................... : ......:...::::......::.:::.::::::... :.;...;;:.:. ;::;;::. :::<>::_::::.:. :: . Note: No Parking Major Maintenance,Repair&Replacement Fund nil City of Seward Capital Improvement Plan Harbor-Related Capital Projects 2014 and 2015 * Critical-Risk-C New or Project High-Risk-H Funding Source Project Description Replace Year Cost Moderate-Risk,,_M City Portion Other Portion Source D-float replacement R 2013/2014 $2,360,000 C $1,180,000 $1,180,000 MRRF/State Harbormaster restrooms R 2013/2014 $130,000 H $130,000 State grant 5-Ton crane N 2014 $150,000 New $150,000 City NE Fish cleaning station N 2014 $579,000 New $579,000 State grant Replace trash dumpsters R 2014 $70,000 H $70,000 City Replace floats A,B,C,S R 2015 $6,100,000 H $3,050,000 $3,050,000 City/State 50-ton boat lift wash down pad N 2015 $500,000 New $250,000 $250,000 Harbor/Grant Replace K&L floats R $2,250,000 M $1,125,000 $1,125,000 City/State Replace S launch ramp R $1,000,000 M $1,000,000 State Replace N launch ramp R $1,000,000 M $1,000,000 State Boardwalk S.Harbor Uplands(a) N $200,000 New $200,000 State South harbor uplands pave and landscape N $500,000 New $500,000 City T,U,V Floats(off of S-Float) N $4,000,000 New $2,000,000 $2,000,000 City/State Power to X-Float N $200,000 New $100,000 $100,000 City/State Fishing pier recreation area N $2,600,000 New $2,600,000 State Total Harbor Fund Projects: $21,639,000 $8,425,000 $13,214,000 ,: . .:::......x .:::'`" ' .` ` as':::s..?:::::i:::i......:.....isisi:>::......i:i:.,„.:: :i”` 3'a�t$.t Har#4r i# ,a#:,,: 7k t t #►.1!:::.;.... ..:;::..:: S ::::::* ::*%::>:::T.:'::z:::: '::',:,44;'# :,1/p0 O .«. : ::: *Critical Risk: Likely to fail within next 5 years;High Risk Likely to fail in 5-10 years;Moderate Risk is continuous increasing cost to maintain and opera, Funding for City-funded projects has not yet been identified by the City Council and requires appropriation. n Capital Improvement Plan Seward Marine Industrial Center (SMIC) -Related Capital Projects 2014 and 2015 New or Project Funding Source Project Description Replace Year Cost City Portion Other Portion Source Breakwater,dredging, and new docks N 2014 $100,000,000 $100,000,000 State/Fed/City $20 Million for Phase 1(breakwater only;does not include dredging and new docks)(2014-2015) Ship transfer system N 2014 $4,000,000 $4,000,000 State/Fed/City North Dock Repairs R 2015 $750,000 $750,000 City Improve drainage and fence storage area N 2015 $1,500,000 $1,500,000 Federal 300-ton boat lift R $1,500,000 $1,500,000 Grant/City Two restroom facilities N $75,000 $75,000 Grant/City Total S.M.I.C.Fund Projects: $107,825,000 $750,000 $107,075,000 .:.;.:<:<:::<:.;: ;:.; :::.. . .::::: # .. .4`.J�......:: .:::.:�:... .4...�............ ' !t....fir . City of Seward Capital Improvement Plan Electric-Related Capital Projects 2014 and 2015 * Critical-Risk-C New or Project High-Risk-H Funding Source Project Description Replace Year Cost Moderate-Risk_M City Portion Other Portion Source Critical Capital Needs: Lake Drive(Stoney Creek) R 2014 $150,000 C $150,000 Electric Camelot Underground,phase II R 2014 $100,000 C $100,000 Electric Transformer Renovation-Substation Phase II R 2014 $200,000 C $200,000 Electric Meter Relay and View Screen N 2015 $20,000 C $20,000 Electric Lagoon-Underground R 2015 $450,000 C $450,000 Electric Jesse Lee Underground R 2015 $30,000 C $30,000 Electric SMIC Underground R 2015 $105,000 C $105,000 Electric Sectionalized Pole Replacement•$17K/pole generally R $1,700,000 C $1,700,000 Electric High-Risk Capital Needs: Old Mill#3 R $120,000 H $120,000 Electric Gateway(Upper) R $180,000 H $180,000 Electric Gateway(Lower) R $80,000 H $80,000 Electric Woodland Hills R $120,000 H $120,000 Electric Software for inventory N $50,000 H $50,000 Electric Downtown Alley(2nd and 3rd)underground R $1,000,000 H $1,000,000 Electric Downtown Alley(3rd and 4th)underground R $2,000,000 H $2,000,000 Electric Downtown Alley(4th and 5th)underground R $2,000,000 H $2,000,000 Electric Moderate-Risk Capital Needs: Update Fort Raymond Controls N $450,000 M $450,000 Electric Security Upgrades to substations N $130,000 M $130,000 Electric Switch at Nash Road R $100,000 M $100,000 Electric Lawing Poles R $25,000 M $25,000 Electric Victor Creek Poles R $110,000 M $110,000 Electric Questa Woods R $80,000 M $80,000 Electric AV'1'EC Underground R $15,000 M $15,000 Electric Southwest boat ramp R $33,000 M $33,000 Electric Lawing to Victor Creek Overhead R $75,000 M $75,000 Electric Automatic meter reading N $950,000 M $950,000 Electric Purchase 9 megawatts of Bradley Lake Power fm ML&P N $1,100,000 $1,100,000 State/Electric Update sectionalizing study and purchase oil circuit reclosuri N $132,000 $132,000 Electric Install 25kV underground across Snow River N $450,000 $450,000 State/Electric Convert transmission line to 115 kV R $12,000,000 $12,000,000 State/Electric Extend the 12.5kV distribution line on Nash Road N $165,000 $165,000 State/Electric Total Electric Fund Projects: $21,365,000 $7,650,000 $13,715,000 >Total,ElectrieFund:;Projeotsfor2014;aud2918 ::s»»»»>z<:»» >::><:»» X'r 0.1 > :;..: :>ss>:;:<>:::>:>:>s: 4065.001# ::;;>: >;::#}A::.: : ii >:. r>sss:<>:is>s>>>s>;:`::;;:>:>: >::x>s>:>>>s>s::...... X 1. '..L. 1 . .................T...1: *Critical Risk: Likely to fail within next 5 years;High Risk: Likely to fail in 5-10 years;Moderate Risk is continuous increasing cost to maintain and operate. Funding for City-funded projects requires appropriation. Budget includes$452K in 2014 and$87K in 2015 to MRRF for major repairs/replacement. O • City of Seward Capital Improvement Plan 1/5 Water-Related Capital Projects � \f ° 2014 and 2015 (� Critical-Risk-C New or Project High-Risk-H Funding Source Project Description Replace Year Coat Moderate-Risk_M City Portion Other Portion Source Maple Street.Water Line Extension N 2014 $400,000 New $400,000 City Critical Capital Needs: 14 2,044 $588,090 C - $400484 State AC Water Storage Tank(500K gallons) (b,c) N 2014. $4,500,000 C $9,500,000 State Refurbish Lowell Canyon 400K gallon Tank and R 2014 $575,000 C $575,000 State Remove 200K gallon Lowell Canyon tank fm service(b) Mobile generation for water wells R 2014 $175,000 C $175,000 City X High Risk Capital Needs: Gateway Tank Roof R 2015 $300,000 H $300,000 State . . .. 14 281.4 $178,,000 44 $4-75,000 Gay" Abandon wells at Fort Raymond(b) R 2015 $250,000 H $250,000 City New production well#7 N 2015 $650,000 H $650,000 City Moderate Risk Capital Needs: Refurbish#4 production well R $85,000 C $85,000 City Distribution Piping upgrades(ductile iron pipe) R Annual $500,000 H $500,000 City Facility Control upgrades R $80,000 M $80,000 City 015 system N $60,000 M $60,000 City Formal rate study of Water utility(a) N $30,000 $30,000 City Replace 10"and 14"AC water line btwn Phoenix and Sea Lion R $1,860,000 M City Replace 5%of water lines annually($1 million/yr.) R Annual $1,000,000 M $1,000,000 City Total Water Fund Projects: $10,940,000 $3,005,000 $5,675,000 ;:.; ,: Totai Waterl wer :ittd.Prnjaci s tor$014 ast,C 2015,;: > "::`:"". r>:::::. "':: :�:;::::> 2 ,004 ?: .;$Z ;$5.$75,00(1 *Critical Risk: Likely to fail within next 5 years;High Risk: Likely to fail in 5-10 years;Moderate Risk is continuous increasing cost to maintain and operate. Funding for capital projects requires appropriation. 2014 Budget includes$900K reimburse from SMH Fund to MRRF;2015 includes$0 to MRRF for critical and high-risk capital needs. '8 1 City of Seward Capital Improvement Plan ) , ,r).(...1), \, 9") Wastewater-Related Capital Projects I 2014 and 2015 (as Amended) Critical-Risk-C New or Project High-Risk-H Funding Source Project Description Replace Year Cost Moderate-Risk-M City Portion Other Portion Source Critical Capital Needs: Maple Street Wastewater N 2014 $400,000 $400,000 State Grant jies Replace blowers at Lowell Pt.treatment plant R 2014 $70,000 C $70,000 Wastewater Fund Secure Spruce Creek sewer N 2014 $90,000 C $90,000 Wastewater Fund SMIC bypass valuing R 2014 $72,000 C $72,000 Wastewater Fund Lowell Point sludge pile disposal R 2014 $490,000 C $490,000 Wastewater Fund #1 standby generator R 2014 $150,000 C $150,000 Wastewater Fund Lowell Point Sewer Pond repairs R 2014/2015 $1,200,000 C $100,000 1000000 Wastewater/Grant SMIC Sewer Pond repairs R 2014/2015 $3,000,000 C $200,000 2800000 Wastewater/Grant-41... Forest Acres lift station(engineering) N 2015 $92,000 C $92,000 Wastewater Fund High-Risk Capital Needs: SMIC piping for bypass(engineering/design) R 2015 $50,000 H $50,000 Wastewater Fund Double wall fuel tanks R 2015 $150,000 H $150,000 Wastewater Fund Manhole refurbishment R $120,000 H $120,000 Wastewater Fund Moderate-Risk Capital Needs: SMIC lower lift station(engineering only) R $250,000 M $250,000 Wastewater Fund GIS system N $30,000 M $30,000 Wastewater Fund Wastewater utility rate study N $30,000 M $30,000 Wastewater Fund SMIC Sludge pile disposal R $25,000 M $25,000 Wastewater Fund Replace existing distribution system($800K/yr.) R Annual $800,000 M $75,000 Wastewater Fund Replace infrastructure past useful life($75K/yr.) R Annual $75,000 M $75,000 Wastewater Fund Total Wastewater Fund Projects: $7,094,000 $2,069,000 $4,200,000 ' .. Total Wastewater Fund:?rojects for tO 14,and 2015: : :;;.,::::: ::: ' ' $516.4 00'0`s i3U:::::''' :. . .1'464;000 $4,200,000 *Note: Appropriations must be made to fund any capital needs in 2014 and 2015. MRRF Contributions of$57,867 in 2014 and$36,596 in 2015 from the Wastewater Fund. *Critical Risk: Likely to fail within next 5 years;High Risk: Likely to fail in 5-10 years;Moderate Risk is continuous increasing cost to maintain and operate. Additions are in red font. City of Seward Capital Improvement Plan Healthcare-Related Capital Needs 2014 and 2015 (as Revised -omitted from Preliminary Budget document) Project Funding Source Project Description Year Cost City Portion Other Portion Source Facilities: Delivery Vehicle 2014 $25,000 $25,000 Healthcare Fund Helistop lighting 2014 $12,000 $12,000 Healthcare Fund Remodel hospital therapy space 2014 $150,000 $150,000 Healthcare Fund Clinic: Colposcopy w/digital camera 2014 $8,800 $8,800 Healthcare Fund Fetal monitor 2014 $7,000 $7,000 Healthcare Fund Exam beds x 4 2014 $24,000 $24,000 Healthcare Fund Radiology/Imaging/Lab: Portable x-ray 2014 45000 45000 Healthcare Fund Vascular imaging 2014 75000 75000 Healthcare Fund Mammography upgrade 2014 $300,000 $300,000 Healthcare Fund Lab-microscope 2014 $70,000 $70,000 Healthcare Fund Radiology-printers/video 2014 $20,000 $20,000 Healthcare Fund Lab-sedimentation rate units 2014 $14,287 $14,287 Healthcare Fund Hospital/ER/Nursing: Well water cooling system 2014 $45,000 $45,000 Healthcare Fund Plow truck with plow 2014 $40,000 $40,000 Healthcare Fund Storage building 2014 $60,000 $60,000 Healthcare Fund Paint medical center exterior 2014 $8,000 $8,000 Healthcare Fund Exam room lights x 5 2014 $24,000 $24,000 Healthcare Fund Surgical lights x 2 2014 $30,000 $30,000 Healthcare Fund Stress test monitor 2014 $20,000 $20,000 Healthcare Fund Treadmill 2014 $6,000 $6,000 Healthcare Fund Infant warmer 2014 $10,000 $10,000 Healthcare Fund Electrosurgical Units/cautery 2014 $10,750 $10,750 Healthcare Fund Seward Mountain Haven: Bladder scan 2014 $12,000 $12,000 Healthcare Fund Sound absorption panels 2014 $7,000 $7,000 Healthcare Fund Vital sign monitors x 4 2014 $12,000 $12,000 Healthcare Fund Bariatric transport Chair 2014 $10,000 $10,000 Healthcare Fund EKG machine portable 2014 $15,000 $15,000 Healthcare Fund Sidewalk remodel 2014 $10,000 $10,000 Healthcare Fund Specialty wheelchairs 2014 $5,000 $5,000 Healthcare Fund Bariatric Bed 2014 $18,210 $18,210 Healthcare Fund Electric supply truck 2014 $25,000 $25,000 Healthcare Fund Lab-centrifuge 2015 $10,000 $10,000 Healthcare Fund Lab-Freezer 2015 $12,000 $12,000 Healthcare Fund Hospital-Portable ventilator x 2 2015 $16,000 $16,000 Healthcare Fund Hospital-Electrosurgical units 2015 $10,750 $10,750 Healthcare Fund Total Healthcare Related Projects: $1,167,797 $1,167,797 $0 l€`OI:fitHealtb eni Projects l e:tb19>:a d 2015 ::nt:::.: :.>:: $.1,## 797:.:8 ::IS7,797 S..... 3 Capital Improvement Plan Motor Pool-Related Capital Projects 2014 and 2015 New or Project Funding Source Project Description Replace Year Cost City Portion Other Portion Source Street Flatbed-replaces Unit 120 R 2014 75,000 75,000 Motor Pool Shop truck-replaces Unit 131 R 2014 62,000 62,000 Motor Pool Grader wing R 2014 32,000 32,000 Motor Pool Toolcat for maintenance parks/campgrounds R 2014 70,000 70,000 Motor Pool Harbor oil truck R 2014 60,000 60,000 Motor Pool Motor Grader R 2014 300,000 300,000 Motor Pool City manager vehicle N 2014 30,000 30,000 Motor Pool Electric Digger/Derrick R 2014 400,000 400,000 Motor Pool Parking truck R 2015 36,000 36,000 Motor Pool Plow truck for City facilities(parks) R 2015 45,000 45,000 Motor Pool Street Unit#119 replacement R 2015 50,000 50,000 Motor Pool TYC van R 2015 42,000 42,000 Motor Pool Fire truck refurbish of Engine#3 R 2015 350,000 350,000 Motor Pool Wire trailer with puller(electric) N 2015 25,000 25,000 Motor Pool Total Motor Pool Fund Projects: $1,577,000 $1,577,000 $0 Sponsored by: Hunt CITY OF SEWARD,ALASKA RESOLUTION 2013-100 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, AUTHORIZING EXPENDITURES IN AN AMOUNT NOT TO EXCEED $75,000 FOR THE SEWARD COMMUNITY HEALTH CENTER, AND APPROPRIATING FUNDS WHEREAS,the Seward City Council enacted Ordinance 2010-008 on December 13,2010, after introduction on November 22, 2010 and following a public hearing, for the purpose of establishing the powers and duties of the Board of Directors charged with oversight of the newly established Seward Community Health Center; and WHEREAS,the City of Seward serves as co-applicant with the Seward Community Health Center (stand-alone 501(c)3 entity) Board in pursuit of designation as a federally qualified health center(FQHC),collaborating to improve access to primary health care in the community,pursuant to Section 330 of the Public Health Service Act (42 U.S.C. § 254b); and WHEREAS,the Seward Community Health Center("CHC")Board desires to continue the work of establishing a community health center in Seward to include: hiring an interim executive director to prepare for the operation of a community health center; conducting financial pro forma analysis to determine the costs/savings to the City of migrating from the current clinic model to a CHC; evaluating the option of pursuing a look-alike clinic while awaiting FQHC designation; providing continued board member and community education and training;working with consultants to develop and refine CHC policies and procedures, completing items on the start-up plan and the strategic plan; and developing organizational and board capacity, etc.; and WHEREAS,the CHC Board and City jointly submitted two applications for FQHC but have not yet qualified for funded status. While Seward continues to seek FQHC qualification,there are advantages to continuing the process of preparation for a CHC,to include the potential for increased Medicaid reimbursement and reduced pharmacy costs for clinic patients, should the City and the CHC Board decide to pursue a look-alike clinic, but much work remains to be done to prepare for clinical operations under either a look-alike or a FQHC clinic. NOW,THEREFORE,BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD,ALASKA,that: Section 1. The amount of$75,000 is hereby appropriated from the Hospital Enterprise Fund undesignated reserves account no. 801-0000-3050 to the Pass-Through expense account no. 801- 8010-5998,for the purpose of funding continued Seward Community Health Center start-up costs. Section 2. This resolution shall take effect immediately upon its adoption. 73. COUNCIL AGENDA STATEMENT Meeting Date: November 12, 2013 .t of seats From: James Hunt, City Manager -- Agenda Item: Community Health Center Appropriation Request q P BACKGROUND&JUSTIFICATION: The Seward City Council authorized the creation of the Seward Community Health Center (SCHC) and Board (Board) when it enacted Ordinance 2010-008 in December, 2010, formalizing the powers and duties of the Board. The City of Seward and the SCHC Board are co-applicants seeking federal funding to establish a Section 330 federally qualified health center (FQHC) in Seward. In April, 2011, the Council approved Resolution 2011-033, appropriating $65,000 as start-up costs for the SCHC, to hire consultants to provide education to the board and the public about the FQHC program and pursue grant opportunities; to develop a start-up plan for operations of the clinic; and to conduct basic board functions necessary to prepare for operations of a community health center(i.e. membership dues,training, technical assistance, board development). Since April 2011, the Board has spent $49,232.63 of the original $65,000 appropriation,leaving an unspent balance of$15,767.37. The purpose of this resolution is to request additional funds to enable the Board to continue the work of establishing a community health center in Seward. The Board will hire an interim executive director to prepare for the operation of a new clinic (under either the FQHC or look-alike model) so that clinic operations can begin as soon as the City deems appropriate. The interim director will assist with the implementation plan, refining policies and procedures, coordinating transition issues with the City and Providence Seward (clinic space, staffing, efficiencies, partnerships), evaluating financial impacts to the City and the CHC of migrating from the current clinic model to the new model; assist the Board with selecting an ideal candidate to serve as the Clinic executive director; and other duties consistent with the management and operation of a clinic. The Board will also continue its efforts to provide education to its members and the public, develop partnership agreements and memorandums of understanding with community health partners, hire a board recorder, and conduct other activities associated with establishing a new community health center. CONSISTENCY CHECKLIST: Yes No N/A Comprehensive Plan(document source here):p. 12 "We value effective, accessible 1. and affordable healthcare"; "encourage cooperation between all healthcare X providers"; 2. Strategic Plan(document source here): X 3 Other(list):Resolution 2011-033 authorizing start-up of Seward Community Health X Center ATTORNEY REVIEW: Yes X No FISCAL NOTE: This appropriation represents the second request for funding associated with the Seward Community Health Center Board. In addition, the SCHC received a pass-through grant in the amount of$80,000 from the Health Resources and Services Administration. Funding for this effort will come from sales tax revenues dedicated for healthcare purposes. Approved by Finance Department: &C J€ / / • i RECOMMENDATION: (do Council approve Resolution 2013- appropriating$75,000 for continued efforts to establish a community health center in Seward. CHC Startup Costs -Total Appropriation from City of Seward = $65,000 $ 7,215.85 Board Training/Education: NWRPCA conference;CHC financial management conference; NACHC conference; Managing CHC Ambulatory Health Care conference Foraker $ 8,433.85 Board Travel for Training/Education: Airfare, hotel, per diem for above training $ 549.38 Board meeting and strategic planning costs: $ 575.00 Association Memberships NWRPCA; NACHC;ASPA; Foraker $ 675.00 Dues and Fees: Business license; incorporation fees; IRS fees $ 4,520.00 Grant Writing: (succeeded in$80K planning grant) $ 27,263.55 Technical Assistance: $ 49,232.63 Amount Spent To-Date(since April 2011) 65,000.00 Total Amount Appropriated 15,767.37 Unspent Appropriation $ - Encumbered but not yet spent 15,767.37 Total Available Updated: 10/30/2013 Sponsored by: Hunt CITY OF SEWARD, ALASKA RESOLUTION 2013-101 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, AUTHORIZING EXPENDITURES IN AN AMOUNT NOT TO EXCEED $150,000 TO REMODEL THE HOSPITAL BUILDING TO IMPROVE PATIENT FLOW FOR CLINIC PATIENTS AND TO PREPARE FOR OPERATION AS A COMMUNITY HEALTH CENTER, AND APPROPRIATING FUNDS WHEREAS,the Seward Community Health Center(SCHC)Board and the City of Seward are co-applicants seeking designation as a federally qualified health center,to improve affordability and access to primary health care in Seward; and WHEREAS,the community's primary care clinic is presently housed in the same building as the hospital and emergency room,with all three facilities currently managed and operated by a single entity doing business as Providence Seward Medical Center(PSMC); and WHEREAS, under a proposed new model of primary health care in Seward, the Seward Community Health Center would replace the clinic operated by PSMC,utilizing the existing clinic space within the hospital building,thereby necessitating a separation of the physical space of the two operating entities (PSMC and SCHC); and WHEREAS, utilizing an Affordable Care Act Planning Grant funded by the Health Resources and Services Administration, the SCHC Board hired a consulting firm, Guidian Healthcare Consulting,-- with expertise in facility and operational planning -- to conduct an operational assessment and efficiency study(Study)of the existing hospital and clinic space,and to make recommendations to convert the existing clinic to a federally qualified health center; and WHEREAS,the Study evaluated current clinical operations,operational compliance with the federal program requirements for an FQHC, and the existing facility floor plan, and developed an inventory of existing programs,services,and space utilization,resulting in recommendations on how clinical operations could be made more efficient through better utilization of clinical space. The resulting Space Program details the facility size and the types and size of spaces that the clinic would need to develop in order to comply with FQHC program requirements and improve current clinic patient flow and space efficiency; and WHEREAS,the City,PSMC,and the SCHC Board will develop a joint plan to modify clinic space to improve facility space utilization,and will likely pursue a design/build contract to have the work completed prior to the hospital's busy summer season; and WHEREAS,the contract for design/build will require Council approval and the final design concept will be brought before Council prior to commencement of building modifications,given that CITY OF SEWARD,ALASKA RESOLUTION 2013-101 the facility is owned by the City and modifications to the facility exceeding$50,000 require Council approval; and WHEREAS, in the first year of operation, a community health center facility can seek to utilize $150,000 of the available $600,000 in federal grant funds toward capital improvements. However, this would reduce the grant funds available for operations by$150,000, and would also entitle the federal government to an ownership interest in their capital investments in the facility. To avoid that issue,the administration recommends that the City fund the modifications,and utilize the entire federal grant funds, when received, for the first year of operations. NOW,THEREFORE,BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD,ALASKA, that: Section 1. The amount of$150,000 is hereby appropriated from the Hospital Enterprise Fund undesignated reserves account no. 801-0000-3050 to the Hospital Building Expense account no. 801-8010-5910, for the purpose of funding clinic modifications to the PSMC facility. Section 2. This resolution shall take effect immediately upon its adoption. PASSED AND APPROVED by the City Council of the city of Seward,Alaska,this 12th day of November, 2013. THE CITY OF SEWARD ALASKA Jean Bardarson, Mayor AYES: NOES: ABSENT: ABSTAIN: VACANT: One ATTEST: Johanna Kinney, CMC City Clerk (City Seal) q d COUNCIL AGENDA STATEMENT Meeting Date: November 12, 2013 fie sell, From: James Hunt,City Manager 4 1) f � Agenda Item: Funding for Clinic Space Remodel BACKGROUND&JUSTIFICATION: The Seward Community Health Center(SCHC) Board (Board) utilized an Affordable Care Act Planning Grant funded by the Health Resources and Services Administration to hire a consulting firm with expertise in facility and operational planning for healthcare facilities. This grant was passed through the City to the SCHC in the amount of$80,000, and a portion of the grant was utilized for the study. The purpose of the project was to assess clinical operations at Providence Seward Medical Center, identify opportunities for operational improvement and efficiencies, and determine which operational and space allocation changes would be necessary to convert existing clinic operations to a federally qualified health center(FQHC). Currently, the community's primary care clinic, emergency room(ER), and hospital are all housed in the same building. The configuration of the building is intended to meet the challenges associated with sharing staff among the three different functions. Under a new proposed model of primary health care, the existing clinic would be replaced by a community health center operated by the SCHC, necessitating a better separation of clinical operations from the hospital and ER space. This separation of services provides a good opportunity to improve patient flow and space utilization, and requires a minor remodel to the building. Guidian Healthcare Consulting conducted an operational and space utilization assessment and recommended changes in both clinic operations and physical space configuration, to comply with the federal program requirements for a FQHC. The recommendation to remodel the physical space details the types and size of spaces needed by the new clinic, and suggests ways to reconfigure space that benefits both the hospital and the clinic. These changes represent improvements to patient flow and provider offices, as well as other space reallocations which will benefit the facility regardless of whether a new clinic is established. The Board requests $150,000 to facilitate a remodel of the clinic space. The administration recommends utilization of City funds for the project rather than federal grant funds. If federal funds are used for the project, the project must await the award of FQHC status and the federal government retains an ownership interest in their investment in the building. Further, federal funds used in the first year of the grant funding for an FQHC would reduce the grant funding available to subsidize operations in the initial start-up phase. This would necessitate the Board requesting the City provide $150,000 toward subsidizing operations in year one so either way,the City would end up covering the cost. It is prudent to complete the remodel prior to the busy summer season, to minimize disruption to services in the hospital and clinic, so the parties(City,PSMC, SCHC)will work together to develop an implementation plan. The parties will seek a mutually beneficial building configuration, taking into consideration needs of the clinic and the hospital, before letting a bid for design/build services. In addition, PSMC may desire to expand the scope of the project to facilitate some of their own space improvements,which would offer an opportunity to avoid higher future costs. Any specific contracts in excess of $50,000 related to modifications of the building require City Council approval. It is anticipated that a design/build contract will come before Council and that approval will be before final building modification. l.1 RESOLUTION 2013- PAGE TWO CONSISTENCY CHECKLIST: Yes No N/A Comprehensive Plan(document source here):p. 12 "We value effective, accessible 1. and affordable healthcare"; "encourage cooperation between all healthcare X providers"; 2. Strategic Plan(document source here): X Other(list):Resolution 2011-033 authorizing start-up of Seward Community Health 3. X Center ATTORNEY REVIEW: Yes X No FISCAL NOTE: This appropriation represents the third request for funding associated with the Seward Community Health Center Board; the first request for capital funding. Funding for this project will come from sales tax revenues dedicated for healthcare purposes. Approved by Finance Department: .N.A.4212) &hi? RECOMMENDATION: tO1 Council approve Resolution 2013- appropriating $150,000 for building modifications at PSMC to facilitate clinic and space efficiencies associated with operations of a new community health center. Sponsored by: Hunt CITY OF SEWARD,ALASKA RESOLUTION 2013-102 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, SUPPORTING AND PARTICIPATING IN THE SEWARD ECONOMIC GROWTH PLAN(SEGP)INITIATED AND MAINTAINED BY THE SEWARD CHAMBER OF COMMERCE, CONFERENCE AND VISITOR'S BUREAU (CHAMBER) WHEREAS,a strong and diversified business base provides the foundation of a healthy and prosperous economy; and WHEREAS,the most effective means of improving the economic vitality of Seward is to aid the existing businesses to grow and expand; and WHEREAS, critical to achieving greater prosperity for all is improving the linkages and alignment of City, Chamber and private sector members engaged with Seward to further growth initiatives both retaining and developing businesses to increase jobs in Seward; and WHEREAS, developing a foundation of collaboration and strategic doing will create a strong private sector and diversify our economy which continues to develop a strong city infrastructure, and WHEREAS,SEGP facilitated by the Chamber,has a core team of Chamber Board Members, Chamber Member Businesses,Seward Businesses and Seward Citizens established to coordinate the efforts of all involved; and WHEREAS, SEGP has identified working groups: Entrepreneur Row; Seward Marine Industrial Center; Alternative Energy and Efficiency; Broadband; and Railroad Dock Extension. NOW,THEREFORE,BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD,ALASKA that: Section 1. For all the findings incorporated herein from above, the City of Seward will support and participate in the further and continual development and implementation of the SEGP, and will evaluate their support and role after December 31, 2014. Section 2. This resolution shall take effect immediately. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 12t" day of November. 1 .5 Agenda Statement e�pF sFk, Meeting Date: November 12, 2013 =11 To: City Council q4A 11�p' From: City Manager Jim Hunt Agenda Item: Seward Economic Growth Plan BACKGROUND & JUSTIFICATION: The Seward community and surrounding region has faced economic challenges for the last decade. In 2010 the City of Seward (City) and Seward Chamber of Commerce, Conference and Visitor's Bureau (Chamber) partnered with University of Alaska, Center for Economic Development as an effort to better identify many of the challenges and root causes,and also proposed ways in which the community could address these challenges and move forward with successful economic development plans. Even though the challenges continued, the community of Seward had a difficult time absorbing the recommendations and finding a way to advance the economic opportunities. In 2012, considering the situation, concerned citizens, business members and the Chamber decided it was time to revisit the economic growth planning and take a different approach: In July 2012, the Chamber engaged Strategy-Nets and the University of Alaska's Center for Economic Development to: • Engage a cross-organizational group of people to guide the development and implementation of a regional economic growth strategy and, • Develop the first version of an economic growth strategy and action plan for transforming Seward's regional economy. Since that time interested stakeholders representing various industries, non-profits, City and Chamber conducted: two workshops on July 30 and September 18, 2012 developing the Alpha Version of the Seward Economic Growth Plan,February 25,2013 Strategy-Nets gave a presentation to the Community and Seward City Council and a Stakeholder meeting in September 2013 progressing steps to move forward with the Beta Plan. In order to continue to progress with Seward's challenges and opportunities, we are looking for Council's official support and participation in the Seward Economic Growth Plan INTENT: The City Council will support and participate in the further and continual development and implementation of the Seward Economic Growth Plan,and will evaluate their support and role after December 31, 2014. CONSISTENCY CHECKLIST: Yes No N/A Comprehensive Plan: 3.1 Economic Development 1. 3.1.1 Attract new business and industry to the greater Seward area. X 3.1.1 Increase public sector employment and programs 2. Strategic Plan: Page 5 Goals and Objectives, Attract New Industry X 3. Other: NA X Li FISCAL NOTE: No financial impact at this time. Potential economic development growth to the community with success of the growthplan. Approved by Finance Department: NJ IA ATTORNEY REVIEW: Yes No X RECOMMENDATION: Approve Resolution 2013-ID 1. and participating in the Seward Economic Growth Plan (SEGP) initiated and maintained by the Seward Chamber of Commerce, Conference and Visitor's Bureau (Chamber) L? 5 Seward com laska Sr:trissttrt. strategy- ,. ...o ASSETS TO OPPOBTUNtIIbS ENArEnfitYpeVelOpMent Seward Economic Growth Plan: Strategies and Action Plans for Renewing Our Regional Economy The Information contained In this document is privileged and confidential.It is to be used only by the Seward Chamber of Commerce,and the people and organizations working with or supportive of the Chamber for the sole purpose of developing the City of Seward economy and that of the surrounding region.Any dissemination,distribution,copying,or use of this materiel by anyone other than the intended recipient(s)for any purpose other than that stated herein Is strictly prohibited. This document Is for informational and planning purposes only. Laszlo Kozmon -- Strategy-Nets Strategy-Nets Services LLC and the University of Alaska Center for Economic Development make no warranties,express or implied,in Christi Bell -- UA Center for Economic Development this document. The names of products and services herein are trademarks of Strategy-Nets Services LLC and Ed Morrison.The names of other Version BETA companies and products and services mentioned herein may be trademarks of their respective owners. March, 2013 The Strategic-Doing process is an open source project Source:Ed Morrison,distributed under a Creative Commons 3.0 Attribution License. All other content: ©2012 Strategy-Nets Services LLC. Contains proprietary intellectual property.All rights reserved. Introduction Peter Drucker was one of the greatest thought leaders of the 20th century. A consultant,educator,and author,his writings helped build much of the philosophical and practical foundations of the modern business corporation and management education. Drucker offered this advice to aspiring leaders and managers: "Don't solve problems. Pursue opportunities." The Seward Economic Growth Plan follows this advice. Growth and prosperity come from pursuing opportunities. Whether personal,business,or economic,it makes no difference. We can't grow by being more efficient or saving more(time,money,or whatever). We grow when we recognize an opportunity,and pursue it successfully. Why do some economies like China and Brazil grow,while others like Greece and Argentina struggle to survive? Because they focused their effort and resources on their opportunities,not their problems. Human ingenuity and entrepreneurship is the real source of all growth. It enables us to discover and seize the opportunities that will enrich our lives. It is about the future. Knowledge is about the past. In a crisis,we tend to rely on knowledge that pulls us into the past. We analyze reams of statistics on trade gaps,debts and deficits,political bailouts and rebates,regulatory clamps and controls,and all other indicators reminiscent of the past. We devise and implement strategies and policies based on our knowledge that props up the past in the name of progress. Yet,we fail to make real progress. Entrepreneurship is about the future. Seward and its surrounding region will move into that future by creating an environment in which ordinary people have the opportunity to become extraordinary,in which new forms of wealth can rise up to displace old and moribund systems,and in which knowledge entrenched in the past will give way to innovation and with it new forms of knowledge from which entrepreneurs can learn. The Seward Economic Growth Plan is about entrepreneurship. It's about readily available opportunities and how we can work together to seize them. This first version establishes the foundation for economic growth. As we work the plan,we'll continually refine it,strengthen it,and enhance it based on what we learn from implementing it and the new opportunities we're going to uncover. Welcome to building our future. C-� c0 02012 Strategy-Nets Services LLC Contains proprietary Intellectual property.All rights reserved. Seward Economic Growth Plan 2 BETA 1 2013 mar Background The Seward community and surrounding region has been facing economic challenges for a decade. Previous economic development plans identified many of these challenges and some of their root causes. These plans also proposed ways in which the community could address these challenges. Even though the economy continued to deteriorate,the community of Seward had a difficult time absorbing the recommendations and finding a way forward. Considering the situation,some influential people in the community decided it was time to revisit economic growth planning and to take a different approach. In July,Seward's Chamber of Commerce engaged Strategy-Nets(S-N)and the University of Alaska's Center for Economic Development(CED)to: • Engage a cross-organizational group of people to guide the development and implementation of a regional economic growth strategy and, • Develop the first version of an economic growth strategy and action plan for transforming Seward's regional economy. Interested stakeholders representing various industries,non-profit sectors,and the city met with S-N and CED people in two interactive work sessions. People from S-N and CED reviewed prior plans and other relevant documents and records. They also interviewed select people to gain further insight into Seward's current situation, opportunities,and challenges. This document,the first version of the Seward Economic Growth Plan,is a result of the work we did together. Economic growth primer Seward economic growth strategy Seward action plan Appendix — resources and tools Regional prosperity follows the "S-curve." When a region reaches maturity, it either stagnates because its economy can't compete with that of other regions, or it successfully renews itself and starts to move up a new "S-curve". Regional economies evolve over time. At first,growth is strong. The region attracts investment capital and invests in industries of the future. High growth industries are well-represented. As businesses thrive, economic performance and asset values grow,as does the quality of life. This attracts more people and businesses. Civic structures are typically a very small part of the economy,with a low burden. They're aligned and focused on pro-growth policies. As the region continues to grow,a few sectors begin to dominate the Y we ,5" region. These sectors command increasingly more attention in the region ro Dissolve old o' dorm new •c ; are o as it matures. This dilutes focus on the industries of the future,slowing O• � i Incubating Acre ,;.•relationship o relationship: structures`ooa ``structures- growth. Although economic performance and the quality of life continue to increase,as does aggregate business and population growth,they do ' Our civic:tract,ues and processes are stuck here so at a slower pace. Although burdens also continue to increase,it's not , Connecting i; enough to hinder competitiveness. As these burdens increase,it Social services,community development,and economic becomes necessary to fund programs with debt.development programs appear,paid for by brokered funds rr' 5 Re iirnting programmed for individual programs. As the region becomes mature,it's characterized by an under- ! representation of the industries of the future and a public debt load that Government infrastructure programs appear,paid for by is becoming increasingly difficult to manage. Economic performance and to! .Joining bonds issued for specific projects.Taxes starting to pay for quality-of-life begin to erode,increasing the size of the population in �y , services, need. Eventually,businesses and people begin to leave the region, accelerating the decline in asset values and compounding the debt load. To stop the decline,regions must rethink the relationships between the various organizations in their community. Considering the abundance of information and the mobility of investment capital in a 2 century global economy,people in the region must learn how to work together if the region is to compete effectively with other regions. If successful,the region will start to move up a new"S-curve",based on the unique assets in the region and the assets it can build in the future. Economic renewal and growth result from pro-growth thinking, policies, and well- coordinated actions. As pro-growth changes focused on generating net (good less bad) money flows take root, economic growth will follow. A regional economy works like a balloon,where air represents the money in the region. Growth comes from innovation and entrepreneurship. The resulting new products and Good Money new markets are the sources of good money. Profits retained in the region,income from traded business exports,as well as investment capital coming into the region is good money. Just as blowing air into a balloon expands it,more money produced in and coming into the region expands the economy. Money flowing out of the region for goods and services that the region can produce competitively is bad money. Profits and investment capital leaving the region to be invested elsewhere is also bad money. Bad money shrinks the economy just as a leak w. , deflates a balloon. If bad money flows exceed good money flows,the economy will shrink as will the quality of life in the region. Innovation and entrepreneurship can limit ` bad money flows. / The amount of money within the region and how fast it turns within the region is Bad Money neutral money. Although neutral money defines the size and vitality of the region,it has little influence on regional economic growth. Just as air is made up of molecules that interact with each other,constantly moving,money moves around inside a regional economy BUT DOES NOT GROW IT.Exciting the molecules increases the air's Neutral Money temperature in the balloon,making it"hotter". Similarly,policies that encourage money to circulate faster inside a regional economy will make it"hotter"and more attractive to businesses and people. Brainpower-,place-,and reputation-building activities are primarily neutral money. However,they build the region's potential for desirable good and bad money flows in the future. These money flows are indicators of a region's vitality and economic health. Understanding and linking a region's assets in unique ways will uncover economic growth opportunities. Developing assumptions and targets on how innovations around these connections should improve money flows is the starting point for change. tD Growth opportunities and innovations will be rooted in a region's assets = and their unique combinations. These assets include people,their a! Core.Regional Assets N �lggQrtins Regional Invest in Innovation knowledge,and their ability to get things done. Q Assets Zones"and innovation m Remove barriers to A regional asset analysis expose opportunities and the basis for the c Clusters*;increase the g ysi5 will ex ose the 0 business innovation What works well leverage ratio region to differentiate itself from competing regions and make it more o attractive to investors,businesses,and people. Although innovation in the region opportunities will represent only a small portion of the economy,their today,attracting N strategic importance in a growth context to the region will be high. talent and capital?:yjgli_Pgtgnlial.,,gegi.Qt.( Coegional Assets s in civi For regional assets that are unattractive and have low growth potential: Regional Assets Invest in civic space Eliminate all public collaboration,new • Deemphasize public support for market economy participants. sector support networks,and new • Focus on making the regional safety net effective and delivering Q 3 narratives services efficiently at a low cost. For assets that are attractive but do not offer a competitive advantage: LOW Regional Asset Advantage HIGH • Consider how they support innovation and entrepreneurship,and then remove the barriers that do not encourage innovation. What are the region's measurable advantages in global competition? For assets that aren't strong but that have high future potential: • Engage the pertinent people and organizations in a conversation to •Strategy-Nets-designed people-,place-,and finance-based structures to explore options and find ways to strengthen the assets. encourage the proliferation of innovations and rapid learning,and to ensure that failures fail fast and that successes are replicable,scalable,and sustainable. For attractive assets that have considerable competitive advantage: • A rigorous asset analysis will expose many regional strengths and Engage and help interested people and organizations create the new weaknesses. These will challenge existing ideas and policies,causing collaboration-based relationship structures that will facilitate the considerable disagreement. Community leaders and policy makers must be region's move to a new S-curve. • strong enough to work their way through these challenges,prioritize Provide public resources in a limited,disciplined,and structured way to objectives,and make actionable pro-growth decisions. These decisions create a market for new ideas to flourish. An ideal structure for this is won't make everyone happy,but they will narrow the scope and focus on an Opportunity Fund',modeled after the successful SBIR program. those assets that can be best leveraged to achieve growth. Over time,this approach will yield market economy successes and increase the leverage ratio(private funds divided by public funds). Four asset classes form the foundation of a vibrant 21St century regional economy. Networks of people working together must create and sustain an environment to stimulate innovation around the regions assets within and across these asset classes. A regional economy consists of a market economy and a civic economy. The role of the Market economy market economy is to generate economic growth. The role of the civic economy is to Civic economy make it easier and less costly for the market economy to achieve growth. For economic growth to endure,community leaders and policy makers must pay attention 21St Century Innovation and to the four keystones of a healthy 21'r century regional economy. These are: Brainpower Entrepreneurship • Brainpower—to grow and better manage regional talent. A growing economy needs to develop a steady supply of capable,highly motivated,and productive people. • Innovation and Entrepreneurship—to grow the regional economy by mobilizing regional talent. Businesses need good people to create new products and markets,and to make existing products better and operations more productive. • Quality,Connected Places—to make a physical place attractive to people and businesses. The best people require better-than-average places to live and connect Civic Collaboration with each other. • New Narratives and Brand—to attract businesses and people through new ways of innovating and doing things together. If nobody knows about the region and why it's attractive,nobody will come. A disciplined,structured approach to managing economic growth initiatives bind the four Quality, New cornerstones together into a cohesive whole. Civic Collaboration is the fastest,most Connected Narratives and productive way to oversee a regional growth agenda. Community leaders and policy makers must learn how to work together across their organizational boundaries to unlock Places Brand the synergies inherent in the region's assets. Often,the potential value of these assets and their various combinations are not at first apparent. A deep understanding of regional assets and how they generate the money flows tat make up the regional economy must inform the community to gain alignment and support. Initiatives managed in a portfolio necessarily involve the use of standardized approaches and metrics. These metrics-driven processes are the foundation for achieving clarity and for cohesive decision-making in designing and implementing an economic renewal agenda. Pro-growth policies must differentiate between three types of innovation, creating the conditions for the three types to flourish in the right mix to keep the economy growing. A deeper understanding of our regional assets will spur innovation. Innovation VI 0 N INNOVATION IN A REGIONAL ECONOMY takes three forms. In a regional economy,it comes from combining and v> continually recombining regional assets in new ways. Although an innovation o c Empowering may exist elsewhere,it's new based on its growth effect on the region when g Innovation introduced into that region's economy. sss- za .._.. .___ __T. _._ Empowering innovations transform complicated,costly products available to only a few into simpler,less expensive products available to many. These new Sustaining products create new markets and new consumption. Empowering innovations • Innovation create more jobs,capacity,and capital. They have the most impact on good money flows,but also impede bad money flows to grow the regional economy. d • c e ___ Sustaining innovations replace old products with new ones,mainly in mature Efficiency markets. They consume most of the capital in a regional economy and keep it Innovation healthy. The replacement aspect of sustaining innovations creates few net z jobs and little capital growth. Exporting sustaining innovations enhance good No money flows and finding economic substitutes for imports impede bad money Innovation flows. They also fuel neutral money through continual productivity increases. Civic Market Economy Efficiency Innovations reduce the cost of making and distributing existing Economy products. These innovations typically occur in mature and declining markets where companies need to invest to remain competitive. Taken together in an industry,efficiency innovations reduce net jobs but free up capital to be The basis for this chart is a mapping of good,bad,and neutral invested in empowering innovations. They yield productivity gains and fuel money flows that make up a region's market and civic neutral money. The freed up capital acts as a buffer for future good money economies. The relative positions of the X and V axes depend flows as empowering innovations take hold. on the amount of money attributed to each quadrant. The chart overlays the three types of innovation to show where and When job and capital growth from empowering innovations exceeds that of in what rough proportion innovations are likely to occur. efficiency innovations,economic growth will occur. As long as economic Empowering and sustaining innovations in the market economy policies sustain innovations,the quality of life will continue to increase. Over are the primary sources of economic growth. time,industries typically transition through these three types of innovations. — — __..._- The challenge is to ensure the three types of innovation occur in the right mix to continually grow the regional economy. Although the market economy drives growth, the civic economy supports that growth in crucial ways. Since the market economy takes care of itself, public investment must be limited to areas in which innovations can be publicly valuable but not yet profitable. As a rule-of-thumb,economic activity that is publicly valuable but privately not profitable wp 1 Economic development activity occurs in the civic economy and is neutral money. In some cases such as the education 44P,--',:";-—here does not help and healthcare sectors,this economic activity has the potential to contribute to future net // / good money flows. To improve the productive yield of these regional assets,they must Privately Privately Not focus on where regional growth will occur and on speeding up neutral money flows. profitable , Profitable Innovations and + t rToday ,.. o►—economic development activity take place here Traditional economic development typically focuses on infrastructure and non-profit service sector investments in the birth and growth stages of the S-curve,providing irPublicly iVPublicly support for net good money flows. As a region reaches maturity,economic development Valuable ,,,irValuable increasingly focuses on market economy participants in sectors that are in mature Where growth occurs industries,marginally profitable or worse,or those on a decline. These efforts are an '1 ,`, attempt to stem eroding asset values and lengthen their life by keeping neutral money r' flowing. This does not grow the regional economy. Community development is different from economic development in that it focuses on neutral money flows. Today,this distinction is unclear in the field of regional development. The effect is that objectives and efforts are not aligned with growth,and scarce resources are not utilized productively from a regional growth perspective. n. LMUST_4t,Ap rAn� PRIVATE SECTOR From a public policy perspective,allocating public funds to areas that are or should be y V„ At.READY INVESTS a INVE$T HERE rif_.Rt. profitable creates moral hazard. A more productive use of public funds is to prune and align economic and community development,and only invest public funds jointly with ;, civic and market economy participants in areas that have profit potential in the near-term I- = and are publicly valuable. These public efforts and funding should narrowly focus on: a. �0 NOT tNVF�$T DO NQT tYVEST • Strengthening only those parts of the civic economy that are most crucial to supporting business growth. o • Reducing the civic economy(including government)barriers to business growth. z • Convening the appropriate parties to enable better ways to work together and create NO YES the right conditions for innovation and entrepreneurship to thrive. Is It Privately Profitable Today? O ' Regional assets analyses must determine where the core of the regional economy is in growth, mature, and declining markets, as well as the relative value of regional assets and their ability to promote the three types of innovation that drive economic growth. The"core"of a regional economy is of high strategic 11°Cenwry hntevneton and importance. Although it's typically a small part of the Bralnpower i En:repieneenhp The core of a regional economy is here. It's economy,the core differentiates a region from other competing regions to the prospective businesses and +. supported by civic economy assets that help keep the core healthy and growing. people it wants to attract. Economic growth policies and initiatives must focus on keeping the core vibrant - Civic Collaboration----- - or renewing it when necessary. 3 The bulk of a regional economy provides context to Quaky, ` . " New the core and supports it. Today,most economic and Connected Narratives and community development policies are focused on Pio,m Brand ASSET ANALYSIS OF THE REGIONAL CORE context and are not friendly to the core. The core is where an economy generates net(good Growth e" less bad)money flows. { { ASS ET I NTERPRETA TION • Eac h bubble represents a regional gions!asset that promotes innovation. • TYPE OF MARKET a `1 CD' , I • The size of each bubble represents how effectively (Based on a weighted Mature f • the asset's characteristics contribute to innovation. average set of factors) The colors and the wedge represents the percentage of completion,business participation,or i other basis to gauge progress. • The green zone is where a region needs asset Declining 4'!a s concentration. A shortage of effective assets in the g , "growth-empowering"zone would be of concern. • • • Assets in the red zone and in the"declining- Efficiency Sustaining Empowering efficiency"zone need repurposing.Supporting the assets in these zones is the focus of most economic TYPES OF INNOVATION and community development policies today. (Based on a weighted average set of charactenstics) . Yellow zone assets need development. There are five ways to grow a regional economy. Shaping pro-growth policies and developing strategies and action plans that link and leverage regional assets to support each of the five growth disciplines will minimize the risks to economic growth. The region's economic base or"core",consists of three types of market economy participants. FIVE BUILDING BLOCKS OF Family-or closely-held lifestyle businesses,for various reasons and mostly by design,have REGIONAL ECONOMIC GROWTH limited growth potential. Growth businesses,privately or publicly traded,strive to grow their revenue and continually raise and invest capital to fund growth and add new jobs. Some civic 5)Stimulate entrepreneurship economy organizations(ex.education and healthcare sectors),usually not-for-profit,are also at to diversify the core the core of a region's economy. Usually neutral money service organizations,their ability to contribute directly to growth is limited. The most valuable assets in a region,growth businesses ' play a vital role in the five ways to grow a regional economy. The Region's 2)Grow Economic Base the 1) Reinforce the economic base(businesses that are at the core of the region's economy). number Focus on retaining businesses that 1)bring profits and investment capital into the region 1) Reinforce capabilities ;)\ from outside,and 2)excel at meeting demand inside the region. to retain core and size businesses `1/ of bust- 2) Increase industry concentration by growing the number and size of businesses in the core. nesses Make the civic economy more responsive to business needs and attractive to similar busk in the nesses outside the region. Encourage growth businesses to invest in sustaining innovations core and efficiency innovations to produce good money flow and speed up neutral money flow. )_,j"'• 3) Strengthen value networks surrounding the core to gain a greater share of industry profits. 4) Leverage 3)Attract related supply Recruit businesses that 1)serve the fastest growing upstream or downstream segments in assets to grow networks and technologies markets served by the region's growth businesses,2)supply the region's core businesses,and into adjacent 3)provide crucial enabling technologies. Encourage efficiency innovations to free up capital industries for reinvestment into innovations that create economic growth. 4) Leverage core capabilities to access other profit pools in adjacent industries and markets. The"core"of the economy is of strategic importance. Attract capital into the region and enable job creation by 1)encouraging investment in It's typically a small part of the economy,but it what empowering innovations,and 2)recombining and leveraging regional assets for similar use in differentiates a region to the prospective businesses complementary industries. and people to the people it wants to attract. 5) Stimulate entrepreneurship to diversify the core and create new profit pools. Economic growth must focu Leverage hidden and untapped regional civic and market economy assets to diversify the core economy. Recruit industry leaders unrelated to the region's core businesses.This invests in future growth. fDI Defining and managing a portfolio of economic growth strategies is a learned discip- line based on collaboration. A portfolio ensures consistency with the five economic growth disciplines and unifies fragmented approaches so they complement each other. STRATEGIC GROWTH PORTFOLIO PORTFOLIO INTERPRETATION • Each bubble represents a growth initiative that is consistent with the five growth disciplines. /- C, ) ` i • The size of each bubble represents the expected dollars,jobs,capital,or High 1 other basis that exemplifies growth initiatives. ECONOMIC GROWTH • The wedge represents the percentage of completion,business ATTRACTIVENESS ...., ).......... ......: e 9 ' , ..,_ participation,or other basis to gouge progress, (Based on o weighted —' """ /} average set of factors ' INVESTMENT and MANAGEMENT IMPLICATIONS such as expected Medium , • All bubbles and zones need a basic level of conditioned investment. growth rote,relative . . Green zone is"grow and build"—allocate the most funds to these importance to the R'';, region's future,relative initiatives. shortages,etc.) f i ` Red zone is"harvest or ovtsource"—fnd others to fund and work these :-) initiatives. These initiatives will not contribute to growth but may be Low 1' needed in the civic economy to manage change or maintain a safety net. • i............. r. .g............. .........i .......... .. Yellow zone is"maintain and improve"—allocate enough funds to remain Strong Average Weak effective for a specific amount of time or until these initiatives move into ABILITY TO ENGAGE GROWTH LEVERS(LINKING either the green or red zone. AND LEVERAGING REGIONAL ASSETS) " Monitor progress,reevaluating the initiatives and the portfolio every six (Based on a weighted average set of factors) months. A portfolio of economic growth initiatives unifies the growth agenda throughout the region. What makes it strategic is that the initiatives that make up the portfolio:1)establish pro-growth policies,2)adhere to the five growth disciplines,and 3)strengthen the four keystones of the regional economy. A portfolio perspective helps community leaders and policy makers:1)rationalize and unify today's fragmented programs and initiatives,and 2)repurpose the surviving ones to augment growth initiatives that are a result of a cohesive strategy. As a tool,a portfolio helps community leaders and policy makers align and manage their opportunities and resources more effectively. A portfolio helps them: • Consider various initiatives as a part of the whole in a consistent and disciplined way. • Set the course and speed of economic renewal. • Prioritize and fund the most promising initiatives in relation to each other. • Evaluate progress and adapt to a continually changing global environment. pr"Century , innovation and Putting it all together for &Mnpower Entrepreneurship renewing a regional economy. Good Money >:zE •pct rersmtFa.:as 'Aip te,s ans�xM: E"rcc^b^"a Strategy-Nets is the first organization to develop a Whet wink,weit *'° cohesive theory of regional economic renewal and �' ther,glnn change. Quality, Ate �'� y,wi Warm line 'a =Is ennneeted N and r ,'a alt'nrandtunitut) I "3a"twne,Mee':.. Plates er nd 5'1..�.,.,t'i';'.t 4550; �-i mot.,, ,,,. .•_"..h.-e The theory of regional economic growth in this primer .'" M.n defines what a good economic growth strategy should s � , i� o �•Pw' be about. Observing what works and what doesn't in X ,nw €reslonaiAsseaArNenta5e NKi,4 the real world led to the development of the theory. Bad MOne/ What we thy region's measarabk advantagesmutobotcompruhon? Here are the lessons learned to guide Seward Neutral Money art nuimfwcatoresor community leaders and policy makers committed to RE,,i°NAL ECONOMlcoeowrel renewing Seward's regional economy. ^ 1NNUVAnsN is A PE50)541 it ONOMY 51 Stmu■Ee entrepreneursn�p .� .... ....... T.1-"A c u sneers'',the core 11; ', "°; Economic growth primer Seward economic growth strategy it Seward action plan Appendix —resources and tools Global economic realities, new technologies, and trends that will affect Alaska are creating growth opportunities for Seward and its surrounding region. SEWARD'S CHALLENGES Population,business formation and retention,as well as workforce composition and missed business growth opportunities continue their flat-to-negative trend,a vicious cycle of decline. GLOBAL ECONOMIC REALITIES • Growing capital mobility. • The continuing underutilization of potentially valuable assets. • Instantaneous access to increasingly relevant • Highly concentrated tax base that needs diversification. information. • A lack of pro-growth city policies. • Growing tax and regulatory complexity. • A localized understanding of growth opportunities. • Growing global consumer influence driving • Inexperience working together in a disciplined way across many organizations for maximum demand and reducing pricing power. effect. • The business community,residents,and the city at odds over what to do and how,including NEW TECHNOLOGIES , • clear roles. • Rising information content in products and services. k SEWARD'S OPPORTUNITIES • Biological-and nanoscale-based new By working together to create a dynamic innovation and business friendly environment,we can materials. ) stimulate a rising revenue base that will move Seward into the virtuous cycle of prosperous growth. • New additive manufacturing reshaping global supply networks. • Bring revenues in from outside our region. • Increasing demand for and ability to find, Major industrial companies and their local supplier network will reduce the cyclicality of our process,and use natural resources. economy. A growing volume of consumers who spend their money in Seward will strengthen the local service economy. A rising revenue base will diversify the tax base and attract TRENDS THAT WILL AFFECT ALASKA investment capital into our region to fuel further growth. • Less funding from the federal government • Reduce the costs of doing business and living inside our region. compressing state funding. Pro-growth policies and focusing our know-how into reducing energy costs and improving • Increasing need for port and rail expansion. business efficiency will make it more attractive for businesses and people to reside in Seward • Growing global and US demand for natural and create revenue-generating innovations. resources that are abundant in Alaska driving • Increase regional asset utilization and future-proof the regional economy. more exploration and export. Developing a global perspective of growth opportunities and aligning Seward's assets to those opportunities in new ways and combinations will expose new growth opportunities. Linking and leveraging our assets to pursue the most promising and realistic opportunities will better utilize assets to increase the revenue base,attract investment capital,and diversify the tax base. 5 Envisioning our future. What do we want Seward to be? Seward is a great place to pursue opportunities for people who... NOTES: • Want to further their education in the disciplines that are crucial to'bur region's economic growth. • Have ideas about creating new businesses and improving existing ones to bring investment and Think in long time frames and descriptive• jobs into our community. terms that paint a picture of the future of the • Would like to live in a thriving and scenic small-town,ehvironment that is within easy driving ( Seward community and its surrounding distance from a large city and airport.. region. • Are passionate about living in ourregion anc in Alaska. • Get involved in making Seward and ourfecgion a great place to live,work,and start something Review page 8 for reference and make sure new. the future you describe includes: • Brainpower l • Innovation and Entrepreneurship People will consider Seward to be a success when... Quality,Connected Places • New Narratives and Brand • The average age of our population trends younger and the average level of education trends Culture of Civic Collaboration •higher. • The number of new business startups exceeds the number of business cldsures per year,and When describing success,make sure you can average annual sales per business capita trends higher.,' measure what you describe. • The average property value trends higher and properly taxes as d percentage of property values trends lower. Seward's economic renewal working groups • The number of people and businesses relocating to Seward exceed the number of people and will need to modify this 1St draft. businesses leaving Seward,and a growing portion of total businesses'sales levels are from outside the region. Making the Seward community vision • An increasing percentage of Seward people and businesses are materially involved and working coherent and simple to articulate will help you together to grow the comnfunity's economic base and make it a great place to live. j gain institutional alignment and public People will considers to be successful when we have achieved these measurable changes within a support. three year period. 02012 Strategy-Nets Services LLC Contains proprietary intellectual property.All rights reserved. Seward Economic Growth Plan 17 BETA 1 2013 mar What values and guiding principles matter most to us as we undertake a regional growth effort? Will these endure with the Seward community over time? Consider these guidelines in developing Seward's values and guiding principles. Look at the frameworks on pages 6(money flows),7(regional assets),8(asset classes),and 11(core regional economy asset mapping). These four frameworks focus decision-making on the causal factors of economic growth that you can influence through public policy and resource prioritization. Regional Economy Regional economies consist of a market economy and a civic economy. The market economy drives regional growth and prosperity. Roles • The role of the market economy is to grow the region and sustain that growth. • The role of the civic economy is to support the market economy's ability to generate growth. Where Regional • The market economy creates regional value by developing and marketing products and services that attract"good"money to the Value Comes From region and limit"bad"money from leaving the region. • The civic economy does not itself create regional value. What it does is add value to the market economy by keeping regional assets strong and relevant,and innovating around those assets. Value in the Form • Good money comes in the form of business revenues(attracting paying customers to the region or selling stuff outside the of Money Flows region),profits(money brought back to the region by a business headquartered in the region),and investment capital flowing into the region to support new business,market,and product development. • Bad money leaves in the form of purchases made elsewhere and investment capital flowing out of the region. Money leaving the region is"bad"only if the region can produce comparable goods and services to fulfill the demand and desired buying experience within the region at a competitive price. Civic Economy • Pro-growth policies can improve innovation in the market and civic economies. Innovation • Civic economy innovation should focus on:1)strengthening and keeping civic economy assets aligned with market economy needs,and 2)building regional assets of future value to the market economy(publicly valuable but not yet privately profitable). Innovation Process • Innovations should be sourced globally. A region's institutions,companies,and citizens do not have a monopoly on generating innovations that are valuable to the region. • A region needs a disciplined,collaborative process to establish the partnerships needed to identify,develop,and implement innovations that will result in regional value. This plan makes use of Strategy-Nets'proven approach to disciplined collaboration* as the cornerstone for economic growth planning and implementation. *For more information,contact Strategy-Nets. 02012 Strategy-Nets Services LLC Contains proprietary intellectual property.All rights reserved. ( 0 Seward Economic Growth Plan 18 BETA 1 2013 mar 9 Seward's values and guiding principles. What are the most important characteristics that describe what we want our future to be? What are the principles and beliefs that shape our vision and guide our priorities and decision-making? SAMPLE VALUES WHAT DO YOU REALLY BELIEVE? NOTES: The best place in Alaska to get an education in Do you consider education AND ample XYZ;the best source for providing education in opportunities to make use of that education a When considering Seward's assets,know- XYZ to people outside of Seward. key success factor in Seward's future? how,and culture,what are the things you can realistically say is most important to your Best-in-Alaska pro-growth,pro- By working together,can private and public sec- future? How do you need to augment that to entrepreneurship,pro-innovation public policies, tor leaders make this happen arYd rove it by the achieve your visional what Seward will be? infrastructure,and business environment. numbers(see previous pagefsuccesCfactors)? How well do your statements align with the -' frameworks and proven guidelines on the Regional perspective leads to strong regional Can others from outside Seward contribute to previous page?Will your values and connections and relationships. our efforts?,Are we bette(off doing this alone guidelines focus your decision-making on the or with others? Can,others benefit too? things that matter the most to growing Seward's regional economy? People-centered perspective leads to motivation What(makes-an economy grow...people or and maintaining an environment in which they , inr`ra'structure? If you have the people,can they Consider the current basis for public policy can thrive. ',gejxKe resources to build the infrastructure? decision-making and collaboration among businesses,and how they are likely to change. Balance between traditional industrje(and new Will you continue to rely on the knowledge Consider how the relationships between ones,what made us prosperou,itfthe past,and you've gained from the past or will you augment various business,government,and other what will make us prosperguS in the future,all that knowledge with new know-how gained institutions will need to change if you are to taking advantage of Seward as a ujsit{ue place. from pursuing new opportunities of the future? achieve your vision. Our focus on growth prosperity,and equal Does having meaning in the work of economic The values and guiding principles you describe opportunity,and our wdrk together to achieve it growth help rally and unite citizens behind a should reflect what in your assessment is: is meaningful to Seward citizens,our work common vision and a way to achieve it? Will groups,and to individual work group members. making it meaningful gain their participation? • Realistic in the context of economic growth requirements, We are proactive and value learning...our Are we doing a"one shot deal"or adopting a • Likely to be embraced by the key people in economic growth plans and work continually discipline to transform who and what we are as a the Seward community who will guide and adapt to a constantly changing world. community,making it part of Seward's DNA? influence the economic renewal effort. Seward's opportunities and the assets in our region that will help us achieve our vision. What strengths do we have? Realistically, what growth opportunities match up well with our strengths? How can we combine and work our strengths to pursue and capture those opportunities and achieve our vision? Potential Growth Areas Seward Comparative Strengths (What new technology and market (What do we know,have,and do really NOTES: innovations could we pursue that has the well that is hard for other regions to copy potential for us to be a leader?) and/or compete with?) Consider Tom Tougas'analysis(summarized here),the . Chamber's recent YES workshop information(almost all 21"CENTURY BRAINPOWER WHAT WE KNOW "neutral"money items),and UA CED's 2010 Seward • Provide on-line education • Marine and fishing Economic Development Assessment. • In-Seward corporate training in areas of • Tourism expertise(e.g.oil spill,sea life,etc.) • Sea life science As a next step,you should revisit and analyze the region's • ??? • ??? assets using the frameworks on pages 6,7,8,and 11 as ,,' your guide. Consider the importance of Seward's INNOVATION and ENTREPRENEURSHIP WHAT WEItIAVE extensive network of relationships,some with global • Renewable fuels(marine,cellulose) ± Ice free deep water port reach. Answer the following questions as a starting point: • Fossil fuel handling and transportation •.,Rdad and raif'access • Coal handling for',clean coal(powdered ,,,•,.;Favara,bile Alaska climate • What regional assets can you best utilize to increase form or with limestone) '+ ;G,tetvay location good money and decrease bad money flows? • Anything marine-and fishing-related f;,Fdrested lands • What regional assets belong in the"core"category? • Additive manufacturing(3Dprinting)` ,/f; AVTEC The"counter-productive"category? The other two? • Tourism a Sealife Center • What realistic policy changes can the city make to align •"'Data center operations' F • Growth-driving relationships(e.g.Shell, relevant city budget items with Seward's most • ??? ,F' Alaska Railroad,>Ghugach,Alaska Corp., important assets? CIRI,ASK,GCI,,eto) „ • What are the potential business combinations,joint QUALITY CPrdNECTED,PLACES • Supporting relationships(e.g.City-, ventures,and projects that could enhance the value of • Teleworking for-remote employers CDRF-,CDQ-related,etc.) the region's assets? • Call centetoperations • People willing to work together • What relationships can we extend or combine to • Sustainable development * ??? support our growth opportunities and initiatives? • Land use • ??? WHAT WE CAN DO REALLY WELL How do these assets and opportunities fit with your values * Sea life science and management, and guiding principles?Do these narrow your choice of NEW NARRATIVES and BRAND including oil spill response and cleanup approaches on HOW you will leverage your strengths to • Deep stories and experiences • Tourism management pursue growth opportunities? • Kenai regional partnerships •• ??? • ??? f 05 ; Link and leverage our regional assets to pursue immediate revenue-driving opportunities. Commercial and financial partnerships, as well as pro-growth policies that unencumber our assets (including land) are key strategy enablers. SMIC Development The objective is to build out full-service capabilities,marketing,and support infrastructure to attract businesses in marine-related Project(SMIC) markets(e.g.tourism,fishing,military,offshore oil and natural gas field services,marine research,etc.)for relocation to or service in Seward. This initiative leverages the ice-free deep water bay and SMIC marine-related service assets. It also links the rail termination and future"Entrepreneur's Row"assets on the other side of the bay. AVTEC has an early role here.Partnerships with Shell and their supplier relationships(e.g.Toth Logistics)are immediately valuable,crucial"must have"assets. Government-driven opportunities like the CVRF and CDQ are less immediate,higher risk opportunities.What will the Harbor's role be? What land assets are needed? How will they maximize SMIC utilization?What funding will need to be in place as the general obligation bond retires? Railroad Dock The objective is to expand our ability to move coal from roll to ship,and to extend our know-how into similar rail to ship commercial Extension(RDE) operations. This initiative leverages the ice-free bay,a broadened and more crucial Alaska Railroad relationship,and the "new" SMIC(e.g.one-stop value-add support for ships involved in intermodal transport). It also segregates the commercial freight section from tourism(see ARRC Master Plaf drawingsrand lays the foundation for increasing RDE's value through modernization and extension into intermodal transport.Can,the Alaskan Railroad also play an important role in tourism? What financing will this initiative need to leverape1P further IeVerage the railroad's investment to our advantage? Where will the expected$240M funds come from for deveopment?Are we developing that relationship? Entrepreneur's The objectives to buil4a counter-or non-cyclical source of revenue to supports the"new"SMIC and RDE with all-year jobs. This Row(ER) initiativeieverages land located next to the RDE area,and all SMIC-and RDE-related assets. This area can further segregate a commercial sector from the area that moves passenger from ship to shore and back. Opportunities that need research and detailing iYlclude deyeloping on-demand services(including manufacturing)related to the maintenance and repair of vehicles using the port system,as well as unrelated manufacturing services that benefit from the physical location in this area(e.g.the Seward Fisheries expansion). Many incentive and financing structures could apply,including Strategy-Nets'Innovation Zones and Opportunity Fund. ,,Getting input from SMIC and RDE commercial partners,and Lear family engagement is important. Oil Spill Response The objective is to build a world-class cold weather response capability to serve,as appropriate,the west coast of the United States (can we broaden and the Bering Strait. This initiative leverages and expands physical assets(e.g.SeaLife Center,the port,and SMIC)and know-how this to be marine assets(e.g.marine science,marine maintenance and repair,etc.)to become a"center of excellence"in oil spill response and other emergency marine disaster recovery services. What role can Shell,its suppliers,and the Alaska Railroad play? Is this an opportunity to increase response?) Seward's harbor capacity? ©2012 Strategy-Nets Services LLC Contains propnetary intellectual property.All rights reserved. Seward Economic Growth Plan 21 BETA I 2013 mar Link and leverage our regional assets to pursue potential cost-reducing opportunities. New partnerships, pro-growth policies that unencumber our assets, and gaining more influence over fuel sourcing and energy-generating assets are key strategy enablers. City Permitting The objective is to reengineer city processes and align them with the rest of the region to make it easy and low-or no-cost for Process Renewal businesses to launch or locate in the city of Seward(and outside of the city's borders in the surrounding region). Although this initiative doesn't leverage a physical asset,it makes productive use of the city's cash. Considering the city shows a healthy cash flow and that outsiders account for 70%of the city's sales tax revenue,the cost of renewing this process is relatively low with high potential return from more revenue. An effective and efficient process that is surfaced in a single interface between the city and businesses should accommodate permitting,licensing,inspection,and zoning. This will require a high degree of integration and automation,with a common Internet-based user interaction and experience, Since the;city has debt obligations coming due in the next few years,is there an opportunity to define this project more brpadly to helpt'urn some of the city's non-cash assets into cash? Alternative Energy The objective is to develop a cohesive and com('rehensive approach to reduce total energy costs in the region while increasing (Total Energy to be energy output. This can be done by addressing the sources and cost of fuel and by achieving an economic balance between making more accurate) and buying electricity in usable forms."This initiative leverages know-how gained at the SeaLife Center from using a seawater pump system to generate heat,as well as knowledge we can gain rapidly from others(e.g.using hydropower for ship and dock support operations). An.rfergy portfolio consists of three components. 1. Wht'is the opportunity to reduce heating cost and improve heating efficiency,for commercial buildings as well as residential buildings?,lniulation and weatherization represent early opportunities. 2': What is-the opportunity to generate electricity from multiple fuel sources? This needs investigation,including an evaluation of Seward's current electricity sourcing and generation assets,sourcing of other fossil fuel-based generation capacity,and the use of renewable fuels. 3. What is the opportunity to reduce transportation fuel costs for Seward businesses and their marine customers? Various sourcing options,including buying coops within Seward as well as with external partners need investigation. Is there a role for Shell,Alaska Railroad,CIRI,and Chugach Alaska? Seward will need to evaluate what a balanced and flexible portfolio of renewable and fossil fuel sources,as well as energy use would look like. This initiative should then develop a roadmap and begin moving toward the target portfolio. Alaska's Renewable Energy Alaska Project is a good source of information and access to resources. There may also be an opportunity to link our marine assets to build expertise in applying synthetic and algae-based marine fuels (see"future opportunities"on the next page)that we can monetize. ©2012 Strategy-Nets Services LLC Contains proprietary intellectual property.All rights reserved. I O Seward Economic Growth Plan { 22 BETA 1 2013 mar Create an environment that links and leverages potentially valuable assets to pursue opportunities to future-proof our region. Encourage business startups and growth to diversify our revenue base and build the foundation for improving business efficiency. Broadband The objective is three-fold: (can we broaden • Develop a practical understanding of the existing broadband infrastructure building blocks in Seward that could be grown into a this to be crucial regional broadband asset to that can attract industries that need this digital asset. This initiative seeks to create an asset information-based based on the Alaska United fiber optic cable landing point in Seward. This cable is one of three sections that connect Anchorage growth to Seattle. Through Seattle,the connection is made to the rest of the lower 48 states. This implementation is based on a SONET opportunities? ring architecture,potentially limiting bandwidth in the long term(10 years plus). Alaska's OC-192 SONET ring is rated at 10 Gbs compared to rollouts in Korea and other places at 40 Gbs and the new 100 Gbs(essentially 10 times the bandwidth and speed). What this means is that Seward can beplerBr about what it does with the existing cable and future upgrades. • Develop a practical understanding of broadband-enabled applications in which Seward could build a competitive advantage based on a combination of its broadband infrastructure with its other assets. For example,the biggest problems in the data center business are in energy consumption(linke'd with our Alternate Energy initiative)and cooling(our climate addresses this naturally). Another example!;iri additive.manufacturing,which could benefit Seward's SMIC and dock-based businesses(on- demand custom design,marfufacturepf(vIRO,and tooling), leverage our intermodal transport support services to export remaining capacity,or,monetize gut cold-water marine know-how by exporting design to a global customer base. Other services can relate to medical,marine research,education delivery,and other content-related services.AVTEC will play an increasingly important roliein training.entrepreneurs in broadband-related businesses. • Develop a t'oadmappith priorities on linking and leveraging our assets to pursue revenue-generating:1)broadband-enabled application opportunities and 2)broadband infrastructure opportunities that will help improve business efficiency. ✓"Link our.marine assets and build expertise in applying synthetic and algae-based marine fuels. is there an opportunity to create a Future "Te,st-Bed Center of Excellence"in cold climate alternate marine fuels so we can monetize our know-how? Is there an Opportunities For opportunity to partner with U.S.Coast Guard? Consideratt(on Link our timber,port,RDE,and Alaska Railroad relationship assets in harvesting and transporting(processing?)raw materials for (natural resource nanocrystalline cellulose(NCC)applications in pulp,paper,building materials,electronics,and other industries. NCC is a key based biological additive that improves the durability,strength,and appearance of numerous materials. Affected industries include paints and and nanoscale coatings,films and barriers,textiles,composites,medical and pharmaceutical,food processing,and oil recovery(see our Oil Spill materials) Response initiative). NCC also represents a strategic platform for sustainable development. Is there an opportunity to partner with Canada's FPlnnovations(a forest research center)or business enterprises that are commercializing this technology? • What else do we know about? For example,although the YES group's ideas on unserved and underserved are predominantly "neutral money"oriented,it's a good start to think about"good money"opportunities(e.g.marine hardware,safety,mobile fuel barge,hell skiing/boarding,aerial tours,etc.). Do any of these fit within our growth initiatives? 02012 Strategy-Nets Services LLC Contains proprietary intellectual property.All rights reserved. Seward Economic Growth Plan 23 BETA 1 2013 mar Our priorities are business retention and building on what we already have and know to pursue revenue growth opportunities. By keeping things simple, we can learn how to work together and develop a better understanding of what's possible and realistic. Growth Initiative Example Project Opportunities Attractive Because? Unattractive Because? Expected Synergies? SMIC Development • Secure surrounding land;city role? • Leverages assets that have • Capital investment needs • RDE and ER Project • Breakwater expansion competitive advantage • Retrofitting costs • Leverages broadband and • Study value to businesses and • Improves land utilization to • Complex coordination transportation assets develop the value proposition drive revenue • What else??? • What else??? • Broaden the Shell relationship • What else??? • Marine services company attraction; what incentives can we offer and how should we structure them? Railroad Dock • Physical area clean-up ''Alaska Railroad partnership • Capital investment needs • SMIC and ER Extension • Develop commercially efficient dock" • Built with Alaska Railroad • Complex coordination • Leverages commercial • Broaden the AK RR.rblationship' money tat we can leverage • Business disruption transportation know-how • Tourism and 131,1 depot expansion • What else? • What else??? • What else??? Entrepreneur's • Physical area clean=up • Improves land utilization to • Business disruption(fish • SMIC,RDE,and Broadband Row • Seg`regate tourism route drive revenue;are the processing plant) • What else??? ,•"Develop cdmmercially efficient land landowners on board? • What else? • Study value to businesses and • Proximity to SMIC and RDE develop the value proposition • Concentration spurs Company attraction;what entrepreneurship incentives can we offer and how • What else??? should we structure them? Oil Spill Response • Corporate training • Water,marine,education, • None? • Leverages marine know- • Regional partnership formation; and Sealife asset utilization how and related assets Shell,Toth,AK RR,etc. • New niche businesses • Lead to other business • AVTEC adoption and link to cold • What else??? opportunities water-related career pathways • What else??? • Recruit relevant companies 02012 Strategy-Nets Services LLC Contains proprietary Intellectual property.All rights reserved. O Seward Economic Growth Plan E 24 BETA 1 2013 mar Our priorities are business retention and building on what we already have and know to reduce business input costs. Realizing immediate benefits while exploring long-term opportunities to learn and make more informed cost reduction decisions is smart. Growth Initiative Example Project Opportunities Attractive Because? Unattractive Because? Expected Synergies? City Permitting • Reengineer process;enact • Low cost and fast,with • None • All other initiatives Process Renewal regulatory and city organizational potentially large benefits • All businesses benefit changes • Less complexity and lower from lower cost and less • Implement a web-based interface to ongoing operating costs, impedance to their plans a self-service system built to freeing up resources the city • City gains knowledge support the process could'use elsewhere about broadband as well • Update and unify City codes to • Ueverages broadband as the complexity in its ensure continuity and uniformity Sends,nlessage of City current operations • Update the City website to promdte listening to business needs the City's support for the PJari and its new process Alternative Energy • Converting waterfront buildings • Water and marine asset • New knowledge needed • SMIC,RDE,ER,and • Hydro powe'r pilot fojdbck support utilization • Retrofitting costs Broadband • Seaw,ter pump;ys em pilot to • Reduces reliance on • What else??? • What else??? per more,than one building on electricity providers from •"the waterfront outside of Seward • Algae-based biofuels pilots • Could power new growth • What else??? businesses • What else??? ©2012 Strategy-Nets Services LLC Contains proprietary Intellectual property.All rights reserved Seward Economic Growth Plan ' 25 BETA 1 2013 mar Although our priorities are to bring revenue into Seward and reduce the cost of doing business, we have to position ourselves for the future by diversifying our economy by developing a better understanding of potentially valuable assets and opportunities. Growth Initiative Example Project Opportunities Attractive Because? Unattractive Because? Expected Synergies? Broadband • Study market opportunity for • Fiber cable asset utilization • New types of partnerships • All other initiatives content and applications(3D • Can monetize marine and • New knowledge needed • Can leverage and support printing,telework/education/medi- other Seward know-how • Capital investment needs monetization of marine cine,call center,data center,etc.) • New growth businesses • Outside of comfort zone? knowledge • Study market opportunity for future • What else??? • What else??? • Enhances the value of fiber optic and wireless existing assets infrastructure ,,''' ' • Potential for new • Regional partnership formation partnerships • What else??? • What else??? What else??? 1 Og , 02012 Strategy-Nets Services LLC Contains proprietary Intellectual property.All rights reserved. Seward Economic Growth Plan 26 BETA 1 2013 mar Our revenue-driving initiatives are a good start to constructing our economic growth portfolio...at first glance, they pass the initial tests for their economic growth potential. Growth Initiative Growth Discipline Type of Innovation Money Flow Impact Projects Should Emphasize SMIC Development • Retain existing businesses • Efficiency innovation because • Increases good • Quality,connected places Project • Build and attract more of the of focus on what Seward • Speeds up neutral • Brand and new narratives same kind of businesses already does well Railroad Dock • Build and attract more of the • Sustaining innovation • Increases good • Entrepreneurship and Extension same kind of businesses • Speeds up neutral innovation • Build and attract related • Quality,connected places supply networks and technology businesses Entrepreneur's • Build and attract related • Sustaining innovation,but • Increases good • Entrepreneurship and Row supply networks and could be all three depending • Speeds up neutral innovation technology businesses on synergy with the • Quality,connected places broadband initiative Oil Spill Response • Build and attract more of the • For Seward,an empowering • Increases good • Brainpower same kind of businesses innovation if new businesses • Entrepreneurship and • Build and attract related develop,otherwise a innovation supply networks and sustaining innovation technology businesses ©2012 Strategy-Nets Services LLC Contains proprietary intellectual property.All rights reserved. Seward Economic Growth Plan 27 BETA 1 2013 mar Our cost-reducing initiatives complement the revenue-driving ones to achieve better balance in our portfolio...at first glance, they pass the initial tests for their economic growth potential. Growth Initiative Growth Discipline Type of Innovation Money Flow Impact Projects Should Emphasize City Permitting • Retain existing businesses • For Seward,an efficiency • Speeds up neutral money • Brand and new narratives Process Renewal innovation • Reduces resistance to • Quality,connected places good money Alternative Energy • Retain existing businesses • For Seward,an empowering • Reduces bad • Brainpower • Build and attract businesses innovation if new businesses • Speeds up neutral as • Entrepreneurship and that make better use of your develop,otherwise a businesses shift spending innovation assets sustaining innovation • Potentially increases good O 02012 Strategy-Nets Services LLC Contains proprietary intellectual property.All rights reserved. Seward Economic Growth Plan I 28 BETA 1 2013 mar Our future-proofing •initiative complements our more immediate ones to round out our portfolio...at first glance, it passes the initial tests for their economic growth potential. Growth Initiative Growth Discipline Type of Innovation Money Flow Impact Projects Should Emphasize Broadband • Build and attract businesses • Sustaining innovation • Increases good • Brainpower that make better use of your • Empowering innovation if • Potentially speeds up • Entrepreneurship and assets new technology-based neutral as business and innovation • Build and attract businesses businesses evolve from the people spending increases • Quality,connected places that diversify the regional effort economy 02012 Strategy-Nets Services LLC Contains proprietary intellectual property.All rights reserved. Seward Economic Growth Plan ' 29 BETA 1 2013 mar In each initiative, what we do to inspire businesses to bring more revenue to Seward is driven by that initiative's primary growth disciplines. How will you implement common strategies productively across all initiatives to avoid duplication? Growth Initiative Primary Growth Discipline Example Strategies That Need Consideration and Planning SMIC • Retain existing businesses 1. Determine what businesses value and tailor the SMIC value proposition to that. Development • Build and attract more of 2. Establish complex relationship structures to make SMIC"sticky"for businesses(e.g.co-locating Project the same kind of businesses suppliers and customers to benefit both). 3. Bond with businesses through emotional appeal. 4. Establish an ongoing way to pre-empt defections from the area(e.g.survey-and-respond system if value delivery falls below expectations,etc.) 5. Develop better information on Seward businesses and the economic pressure they're under. 6. Overcome competing region advantages by offering businesses superior value through: — Transparency(regulatory and tax clarity and simplicity) — Lower cost sourcing of people,assets,and supplies — Technology innovation(e.g.broadband) — Supply chain proximity(e.g.Seward businesses can get what they need locally). 7. Explore novel-to-Seward but proven structures(e.g.enterprise zones,innovation zones,business roll-ups,etc.)as ways to offer monetary incentives to attract companies from outside the region. Railroad Dock • Build and attract more of Strategy 6 also applies here. In addition: Extension the same kind of businesses 8. Determine and stay on top of the demographic and buying criteria trends driving the businesses • Build and attract related that will be served from this locale(e.g.tourism trends,transportation trends,etc.) supply networks and 9. Leverage assets like the railroad dock,including the existing global relationships served by rail and technology businesses ship,to strengthen the position of Seward as a gateway for commercial goods export and import. Entrepreneur's • Build and attract related Strategies 1,2,5,6,7,8,and 9 apply here. Row supply networks and technology businesses Oil Spill Response • Build and attract more of Strategies 6 and 7 apply here. In addition: the same kind of businesses 10. Develop relationships and pilot projects(e.g.components of a fast-response system)that share the • Build and attract related risks and rewards with suppliers(e.g.SeaLife Center)and customers(e.g.Shell and Toth Logistics), supply networks and and that can be monetized and exported. technology businesses 02012 Strategy-Nets Services LLC Contains proprietary Intellectual property All rights reserved. 1 I Seward Economic Growth Plan 1 30 BETA 1 2013 mar In each initiative, what we do to create a better business environment and reduce the cost of doing business is driven by each initiative's primary growth disciplines. What is common here with the revenue-driving initiatives? Growth Initiative Growth Discipline Example Strategies That Need Consideration and Planning City Permitting • Retain existing businesses 1. Determine what businesses value;combine and tailor all permitting and related processes to that. Process Renewal Integrate IT systems to ensure efficient operations. Provide a simple user guide on the process and all requirement to the business community. 4. Establish an ongoing way to pre-empt defections from the area(e.g.survey-and-respond system if value delivery falls below expectations,etc.) 5. Develop better information on Seward businesses and the economic pressure they're under. Alternative • Retain existing businesses Strategies 1,4,and 5 also apply here. In addition: Energy • Build and attract businesses 2. Establish complex relationship structures to make any fuel sourcing or energy-related system that make better use of "sticky"for businesses(e.g.co-locating suppliers and customers to benefit both). your assets 3. Bond with businesses through emotional appeal. 10. Develop relationships and pilot projects that share the risks and rewards with technology suppliers and customers(e.g.waterfront located organizations)to develop know-how that can be monetized and exported. 02012 Strategy-Nets Services LLC Contains proprietary intellectual property.All rights reserved. Seward Economic Growth Plan 31 BETA 1 2013 mar In each initiative, what we do to pursue opportunities in industries-of-the-future is driven by each initiative's primary growth disciplines. How do these future-proofing initiatives affect the revenue-driving and cost-reducing •initiatives? Growth Initiative Growth Discipline Example Strategies That Need Consideration and Planning Broadband • Build and attract businesses 10. Develop relationships and pilot projects(e.g.different applications in different industries)that that make better use of share the risks and rewards with suppliers(e.g.Alaska United?,GCI?,TelAlaska?)and customers your assets (e.g.Shell and Toth Logistics),and that can be monetized and exported. AVTEC plays a key role in • Build and attract businesses developing the workforce of the future. that diversify the regional 11. Cultivate relationships with venture capital firms to open up access to companies that"must have" economy broadband access. Work together with them and Alaska's telecom suppliers to attract those companies to Seward. Pursue companies that provide infrastructure-related services(like attracting a Google,Amazon,or Equinix data center or providing call center services)and that can make Seward a"center of excellence"for managing content on the network and developing related software-based applications. Pursue companies that provide enabling technologies in application areas where Seward has or can build competitive capabilities(e.g.3D Systems, Stratasys,Autodesk). 02012 Strategy-Nets Services LLC Contains proprietary Intellectual property.All rights reserved. 1 ( Seward Economic Growth Plan 32 BETA 1 2013 mar A "best guess" initial mapping of our "starting" portfolio. This will need continual thought and updating. i 7 Empowering o 8 3 7 P g Thoughts on strengthening the portfolio positioning of our seven initiatives innovation m 1 1 Z\ 4 6 • Plan SMIC,RDE,ER,and permitting process renewal to dovetail with each other 'f _", to secure all permitting needed to proceed at once:focus on what will move the j._., sustaining permitting process initiative(6)up into the green zone. 5) Innovation • Import or contract with broadband-related talent and expand the role of AVTEC c I,' and other Seward education-and knowledge-intensive assets to make sure -__ broadband assets can play in the other initiatives:focus on what will move the Efficiency broadband initiative(7)into the portfolio's green zone. Innovation Z' • Design different types of renewable fuels experiments to increase the No probability of successes. How will alternative energy use change the input Innovation economics of businesses and people in the region to increase Seward's civic Market Economy attractiveness to businesses? Import or contract with alternative energy-related Economy talent and expand the role of AVTEC and other Seward education-and knowledge-intensive assets to make sure alternative energy assets can play in ( 7 the other initiatives. Focus on what will move this initiative(6)into the 2 High 11`,•.` portfolio's green zone by making it a stronger driver of economic growth while W 2� improving your capabilities in this area. , .. .. ' • At first glance,the Oil Spill Response initiative(4)seems to be"low hanging k fruit". How can we expand this definition as we consider related Seward and ' .' regional assets to make it a stronger contributor to economic growth? Medium 4 j O ^rte ._.....__..__....._............._......._.. ._..._......_........__.�_... _.._...._.___.._....._......_....__.........._._. _._._._._.__....... 1. SMIC Development Project c2. Railroad Dock Extension >- Revenue-Driving Initiatives z 3. Entrepreneur's Row P., Low' 4. Oil Spill Response , 5 4; ? 5. City Permitting Process Renewal 6. Alternative Energy Cost-Reducing Initiatives Strong Average Weak a.; 7. Broadband ,,,r Future-Proofing Initiatives ABILITY TO LINK AND LEVERAGE ASSETS We need to manage the risks to our initiatives and economic growth in four strategic categories. How will we do so? Market Risk: With continual global economic and technological • Manage economic growth initiatives in a portfolio. change,Seward's competitors and local markets will • Focus initiatives on developing a business environment that brings revenue also change,creating new and evolving conditions to into Seward or reduces the cost of doing business in Seward through better which Seward must respond. utilization of Seward's regional assets. Competitive Risk: • Continually asses and skew initiatives toward the best opportunities based Seward's regional competitors,including Anchorage on surrounding market and economic conditions by establishing a six- (with superior resources and influence),may month cycles of planning,doing,and learning. increase their capabilities to compete more effectively with Seward. They may also respond • Establish a disciplined process of collaboration and project management irrationally to perceived threats and economic within and among groups. changes. • Clearly define and adhere to specific roles and boundaries between the Economic Management Risk: roles defined by the process. Boundaries are especially important between Seward's and the competition's ability to understand what an organization does in its own work,and what it does as part of its and practice the tenets of regional economic growth participation in a group effort. in a way that encourages entrepreneurship and innovation. Seward's abilities must be better than its • Diversify across all four types of risk by making sure that each six-month competitors'. implementation plan touches on them. Civic Collaboration Risk: • Seek,recruit,and motivate the best talent to participate as appropriate in Seward's and the competition's ability to align and each six-month implementation cycle. motivate the most influential people and businesses • Establish a system of consistent and measurable metrics over which our to create and sustain the conditions that drive work has influence. Gauge each six-month implementation cycle by how economic growth. Seward's abilities must be better the work done impacts those metrics. than its competitors'. I \2 ,� Relevant Strategy-Nets structures* that could enhance our economic growth strategy. Because of information abundance and technologies that facilitate information and capital mobility,network-based organizational structures are increasingly driving 215t century economies. In this world,more and more companies are turning to their suppliers and customers,and trade groups and universities for new ideas to grow their businesses,building complex networks of relationships.These networks,groups of related organizations also known as clusters,provide the innovation engine with which regional economies evolve and grow. Strategy-Nets'Innovation Clusters and Zones provide the roadmaps and guidelines for: • Forming clusters at local and regional levels, • Learning and developing insights on what works and what doesn't, • Translating ideas into action through the use of Opportunity Funds as well as incentives provided by influential private and public sector entities. WHAT IT IS WHERE IT IS RELEVANT TO US Innovation Clusters • A people-or idea-based network. • SMIC,Alternate Energy,Broadband,and Oil Spill Response. • Organized around a specific technology or industry sector • Focus on marine-related services to start. supply chain with 2+partners at the center of the network. • What are the renewable fuels and global communications • Basic goals are R&D and either attracting a large industry opportunities? Marine service supply chain opportunities? player or may small players into the region:success based on how many products or companies the network yields. Innovation Zones • A place-based network. • Entrepreneur's Row,SMIC,and Oil Spill Response(anchored • Organized around specific locations that encourage entrep- by Sealife Center);could apply to Broadband and Alternate reneurial activity:2+locations at the center of the network. Energy as they evolve and become more location-specific. • Basic goal is to use these"hot spots"as gathering places for • Focus on meeting places in the bay areas and involve project work with existing organizations supporting Seward's major businesses in meetings to brainstorm and entrepreneurs:success based on network yield per location. manage our initiatives. Opportunity Fund • A funds-based network similar to an angel investors'group. • All initiatives except the City Permitting Process Renewal(it • Managed pool that provides tiered funding for publicly valu- should be internally funded by the City). able but privately not yet profitable early-stage innovations. • Initially,focus on raising funds and the criteria for investing in • 3 stages of funding,with increasing private sector matches. new ideas;amount,required match,and the basis upon • Funding in each tier depends on meeting specific which funds are awarded. requirements:success based on private/public sector dollars. •For more information,contact Strategy-Nets. 02012 Strategy-Nets Services LLC Contains proprietary Intellectual property.All rights reserved. Seward Economic Growth Plan ( 35 BETA I 2013 mar Determine the top five things we must accomplish and obstacles we must overcome in the next six months for our seven initiatives to succeed. From our perspective, these have more to do with a successful startup than with the initiatives themselves. "MUST HAPPENS" NOTES: • Team approach with relationships between members formalized(e.g.individual participants and the organizations they represent such as a business,the city,the SeaLife As you think through your top five"must Center,etc.). happens"and top five obstacles,consider Seward's past(what worked and what • Clear accountability and ownership of each initiative(this is separate from theinission. ` didn't)and its recent experiences with trying to align various interested parties • Roles(most importantly,the Chamber of Commerce,the city,and theCore Group). and reinvigorating economic growth. • Detailed and incentivized action plans,including project management discipline. Make sure you don't repeat the mistakes of the past as you consider how you will • Funding in place for 2013 and 2014. address the"must happens"and obstacles. Consider which organization will take the OBSTACLES TO OUR INITIATIVE,S AND"MUST HAPPENS" lead on each one and who specifically will be accountable. Do you have the right • Best people(defined as those who can get things done)not participating. people involved?Are they motivated? Is • Lack of alignment among the region's most influential players. the work meaningful to them? • Relying on the same old things and ways that have proven not to work. As you work off the top five,what are the next top five"must happens"and • Value for dollars raised is unclear,making funding hard to come by. obstacles? There should always be a"top five"for continual improvement! • Wrong metrics dilute our efforts,lower our productivity,and detract from our focus. 02012 Strategy-Nets Services LLC Contains proprietary Intellectual property.All rights reserved Seward Economic Growth Plan I 36 BETA 1 2013 mar We'll need to establish a baseline of our "current condition" from which to gauge our progress as we move toward our "to be" vision of the future Seward. IF THE KEY METRICS ARE: THEN WE NEED ONGOING DATA ON: e The average age of our population trends • Population numbers and age younger and the average level of education • Level of education attained per person trends higher. • Graduation rates of Seward citizens • Average immigrant grade level attained NOTES: s The number of new business startups exceeds • Number of business startup and closures the number of business closures per year,and • Gross revenues claimed'on tax returns Where will the data come from? Where must average annual sales per business capita trends the analysis occur to maintain confidentiality higher. if the data is private or proprietary(e.g.tax data)?Are the right players on board? The average property value trends higher and • The rfufnber of prdperties and their value property taxes as a percentage of property (frdm recent rfiarket transactions and As you collect the data,take a"snapshot"of values trends lower. •''assessed Values) what it is at the end of the 2012 or the date • Property taxes collected the latest data is available. The number of people and businesses relocating ,,,•' The number of people and businesses coming The Core Group should"own"these overall to Seward exceed the number of people and , " into and leaving Seward. metrics and keep them up to date. businesses leaving Seward,and,d growing, • The percentage of gross revenues claimed on portion of total businesses's'ales levels are from tax returns from customers not located in What action plans will each group implement outside the region. Seward. as part of their initiatives(starting with the '' first six)that will have the desirable effect on An increasing percentagg,of Seward people and • The number of people and the number of these metrics? What will each group track to businesses are materially involved and working businesses involved in this effort I ensure their impact remains positive? together to grow the community's economic • The number of business participating in base and make it a great place to live. partnerships formed between Seward businesses • Total people and business population . i7 Economic growth primer Seward economic growth strategy IL )i Seward action plan Appendix — resources and tools . , . ( H , , , Having framed our strategy, we need to move into action! Here's what we're going to do and how to ensure we build a virtuous cycle of growth and increasing prosperity. WHAT WE'RE GOING TO DO • Adopt a nimble approach to continually adapt and execute our economic growth strategy. • Organize our seven growth initiatives into a network of organizations,with a Core Group as its hub. • Set up a Core Group and appropriate Work Group(s). • Redefine the Chamber of Commerce's role,and expand its capabilities and budget. • Define the City's role in economic renewal and begin to implement it. • Define the way we will fund our economic growth network. • Adopt successive six-month waves for planning and implementing our economic growth initiatives. • The next 90 days:group formation — A Core Group that owns the economic growth plan and the growth initiatives portfolio,and coordinates each portfolio initiative. — Work groups that own each economic growth initiative implementation(each group must own at least one initiative). — A Finance Group that ensures good relationships with funding sources(another options is to run it as a project of the Core Group). — In the subsequent six-month periods,you'll most likely need a community engagement group to promote Seward's economic renewal and attract participants,and perhaps a government relations group to work with the State of Alaska and the Federal Government. • The rest of 2013:get into action • Utilize a proven group formation process. • Each group:empower the group through clear roles,boundaries,responsibilities,and processes. • Each group:establish a six-month work rhythm and work processes that help group members succeed. Growing a regional economy is not a repeatable process. Capitalizing on a region's unique networks of assets, know-how, and people requires continual adaptation and execution of economic growth strategies using a discovery-driven approach. Value To Us Discovery-Driven Planning • Forces a time-based discipline we call"time buckets"—six-month • Knowledge domain not well known. timeframes in which we define objectives and firm work products to be produced,what"must happen"to achieve our objectives,and the obstacles • Make decisions based on recognizing patterns. we need to overcome. This drives all action planning and budgeting. • Make targeted regional economic growth • By making assumptions and projections that are checked in each six-month projections. ` "time bucket",we can reevaluate our assumptions and projections based on • Develop assumptions based on what must what we learn. happen in the region and its economic sectors to \ • Adjusting our plans every six months make our approach adaptive to achieve regional economic growth projections. changing global economic conditions and technologies. • Implement plans to 1)test whether the critical • Encourages experimentation...many small projects that try many things for assumptions are reasonable and 2)incorporate little dollars. By failing fast,we limit our financial risk and can focus our lessons learned in the next effort. activities and funding on what is proven to work. • Make decisions to invest based on reasonable • By failing fast and concentrating on successes and building on them,we assumptions. learn and continually improve with every six-month cycle. By applying what • Formulate and implement growth initiatives to we learn,we create patterns that become replicable over time and across move forward based on validated reasonable different groups and initiatives. assumptions. • Successes eventually move to a scale large enough to accelerate economic growth and become self-funded through the private sector. ( I5 We want to instill discipline into our economic renewal process to ensure we learn and adapt continually to stay relevant and transform our current "no-growth" culture. We need to practice disciplines that start with clearly defining desired outcomes. The economic growth plan is an adaptive,"living"roadmap. Our networks of relationships,know-how, and the physical assets in our region,and the resources flowing into our region are also"living"maps. These change with the world and the opportunities that develop. We must keep our maps up-to-date and in sync with our best opportunities to remain effective. Using a discovery-driven approach means we must make decisions fast and act on them in a way that: • Validates or invalidates what we assumed when we made our decisions, • Gets something tangible and measurable done, • Provides us with a learning opportunity with which to improve our next set of decisions. 1)What could we 2)What should By starting with desired outcomes and working together,we can move fast to achieve measurable do together? we dr? objectives in fixed time frames. Six months is a nice time frame because it's long enough to show together? material progress,and short enough to keep people motivated. Updated every six months,the plan and our regional asset maps spell out clearly what we must achieve in the subsequent six months. Reevaluating plan premises and strategies every six months may result in changes to reflect new 4)What will we 3)What will we realities.This agile process is rooted in processes and tools proven in many industries and applications. get dame ill do toi;ether> 30/6.3/90 days? Whether in the context of a six-month cycle or a meeting,always follow this pattern: 1. What could we do together? I imagine what's possible if you worked together. 2. What should we do together? I define what's realistic based on who's in the group. 3. What will we do together? I start to make plans and commitments to each other. 4. What will we accomplish in I decide who will do what by when,and move into action! the next 30,60,and 90 days? This is a proven approach to making decisions fast and acting on them. As a practical matter,you should meet in various groups at least every 60 days,preferably 30 days to calibrate your thinking, capture"lessons learned",plan the next 30/60/90 days,and mobilize. Summarizing our strategy and our discovery-driven economic renewal process. This cycle repeats every six months, continually improving as you act on your learning of what works, what doesn't, and why. USING FIVE GROWTH PRIORITIES FOR TODAY DISCIPLINES Increase revenues by Civic collaboration to bringing businesses and jobs prioritize and detail action into our region plans that: • SMIC Development UNDERSTANDING OUR LINKING AND 1. Retain existing businesses Project ASSETS LEVERAGING OUR t 2. Build and attract more of • Railroad Dock Extension • What we know ASSETS TO PURSUE AND I the same kind of '; • Entrepreneur's Row • What we have CAPTURE OUR BEST businesses 't • Oil Spill Response • What we can do really well OPPORTUNITIES ` 3. Build and attract related t i \ supply networks and \ Reduce costs for businesses UNDERSTANDING OUR J Civic collaboration to: technology businesses i to keep them in our region OPPORTUNITIES Develop and keep our 4. Build and attract / • City Permit Process • 21s°century brianpower I economic renewal / businesses that make f • Renewal • Innovation and / strategy up to date 1 better use of your assets • Alternative Energy entrepreneurship 1 • Implement action plans S. Build and attract • Quality,connected places • Learn from our businesses that diversify PRIORITIES FOR • New narratives and brand experiences the regional economy. TOMORROW NOTE—the first two disciplines provide the Future-proof our regional biggest and most immediate economy bang for the buck. • Alternate Energy • Broadband K ' ' d m,_ _.. i Adapting to what we learn creates a virtuous cycle of growth and increasing prosperity We're going to work through a network of organizations coordinated by a core group and supported by specialty groups as needed. Choose a structure you think will work for now; by growth initiative, discipline, or objective. You can always change it later. By Growth Initiative... ...Or By Growth Discipline... ...Or By Growth Objective Get More 0 Retain The Same Existing Kind Of Businesses Businesses Railroad Bring In Dock / Revenues / \ J Get Related Lower Costs Extension Diversify Supply and Of Doing Entrepre- Our Technology Business SMIC --- neur's Row Regional Business SMIC Economy / .e i, , Get Better uture-Prop - -" Alternate Use Of Our Our Energy r ` Assets City \\ Regional Future ` Oil Spill ermitting Economy t Work•p Response e Process Groups ; Renewal i (' /i Broadband .... . ... ... Core Group manages and coordinates the renewal effort,connects stakeholders,and Future removes barriers to overall success. �—^ /' Work i \, Groups / i l Finance Work Groups focus on leveraging specific Seward ! Group /k Q assets and implementing renewal strategies. • / Future '. Core Group j. ,-..•_.-4 Support Specialty Groups support Work Groups and their , Groups j projects by helping them remove barriers to their , success. •i The Core Group is the hub of economic renewal information and activity. Its role is to own the plan and coordinate its implementation using disciplined civic collaboration practices that will unify region-wide efforts and create a pro-growth economic climate. Developing and keeping our economic growth strategy relevant,and implementing it in a low-risk way requires an effective civic process and effective civic leadership. Process and leadership are concentrated in the center of the economic growth network in the Core Group. The Core Group's mission is to: • Ensure the economic growth plan stays relevant by continually adapting it to the changing world on a regular basis, • Coordinate network participants and support plan implementation, • Practice and ensure that Seward's economic renewal process is effective,disciplined,open,inclusive,and transparent....we're all on this together! Market economy Civic economy 215t Century Innovation and RESPONSIBILITIES DESCRIPTION Brainpower Entrepreneurship Civic Collaboration A disciplined and open process based on a structured approach that builds Corr Gro"p trust and shares information. The Chamber is in the key role supporting the Core Group as a coordinating hub of information and funds flow. Civic rt" .�k" Network Structure Collaboration process is inclusive,connecting networks of people and their Collaboration Of"""` • and Economic organizations and enabling their work together. This is a low overhead,low '! ) Renewal Process cost,and fast way to organize and implement projects,and learn. Economic Growth Portfolio management provides a low risk way to coordinate plans,activities, ,;,,;;'°,',., Strategy and and policies that will create the right conditions for economic growth to ,,,,.,•,,, Portfolio occur. The Core Group needs to:1)move the BETA plan to version 1 by •:"°"""Y' detailing the 2"d and 3rd sections of this BETA plan,and 2)map the initiatives :.r tho Pa,'5" Quality, :, New and resulting projects into a portfolio to start managing and communicating. Connected Narratives and Places Brand Opportunity Fund A Strategy-Nets innovation that structures and operates a seed-stage capital fund that uses a phased matching structure with strict qualification and * The"blue area"in the Core Group shows a performance guidelines to fund growth initiatives and related projects. For shared responsibility with the Core Group's more information,contact Strategy-Nets. "anchor"organization. The anchor organization is an existing entity that launches and supports Economic Including an EDC as part of the structure will open up access to new sources the core group. The Seward Chamber of Development of funding. See the role of the Chamber(next page)for a more detailed Commerce is on ideal anchor organization. Corporation(EDC) discussion. For more information,contact UA CED. ( "7 d. Self-governing Work Groups will own our initiatives and coordinate among themselves and through the Core Group to ensure progress and adequate resourcing. Support Groups will augment the Work Groups, forming and disbanding as needed. Work Groups are loosely organized,formally structured groups of people dedicated to working together in the areas of their interest to achieve their groups'objectives. Support Groups are very small groups of people with specific subject matter expertise that come and go as needed. Their mission is to support Work Group projects and help them achieve their"must happens"and remove obstacles to progress. The Work Groups'mission is to: • Ensure their initiative(s)make progress and stay relevant by continually adapting them and updating the economic growth plan on a regular basis, • Formulate,launch,and implement projects that support plan implementation, • Practice disciplined collaboration and ensure the"lessons learned"from their work become infused into the economic growth network's DNA. 21st Century Innovation and RESPONSIBILITIES DESCRIPTION Brainpower Entrepreneurship Work Group and A disciplined and open process based on a structured approach that builds Network trust and shares information. This process is inclusive,connecting networks • Collaboration of people and their organizations and enabling their work together within each group and also across groups coordinated by the Core Group.This is a • low overhead,low cost,and fast way to organize and implement projects, and learn. Owned by the Core Group,this process should become the Civic Collaboration standard way to work. ................._................. bo S Initiatives as Part As initiative owners,each Work Group adds their current thinking and action r 111 .`.;:"- of the Economic plans in their area every six months to the economic growth plan owned by .,/f' Growth Plan the Core Group. Quality, , New Projects Each Work Group is chartered to undertake projects to accomplish economic Connected Narratives and growth plan objectives. These projects will vary in nature and may need Places Brand funding. Most projects will be associated with a"must happen"or removing an obstacle. Practicing project management discipline is important. Work and Support Groups Expertise and By doing projects,each Work Group will learn what works,what doesn't,and Knowledge Base why. It's crucial they document and make available these"lessons learned" to all network participants to ensure Seward continually improves at renewing and growing its regional economy. The Core Group and the Chamber will play a supporting role in managing this knowledge base. One of three Chamber roles is to serve as the Core Group's primary operating support organization and fiscal agent. To be more effective in this role, the Chamber must expand its capabilities and provide more value to the Seward business community. TODAY Current Role • Primarily an event organizer with a narrow focus on"New Narratives and Brand". • 2/3 of revenue comes from the bed tax and events:revenue sources need diversification. TOMORROW '. Expanded • Continue"New Narratives and Brand"activities(e.g.organizing events);pool events and Current Role assets as practical to get a bigger bang for your buck(e.g.Seward Arts Council). (funded by • Beef-up relationship-building activities with key business prospects outside of Seward. 2%of the • Establish partnerships with other regional Chambers to coordinate complementary business bed tax) development activities(e.g.tourism-related). • Tighten up messaging to promote Seward's assets and future pro-growth business environment. Tell the story of how the community will link and leverage those assets to help businesses grow and create new jobs. 21"Century Innovation and • Adopt a six-month planning cycle(annual budget cycle updated mid-year)to synchronize it BtnrnpOWer fntrnprsneunhip with the economic renewal planning process and the biannual City budgeting cycle. •*x Business • Align and unify where possible the many agendas of various Seward business groups. Assistance • Assist businesses(perhaps as revenue-based service offerings)by: cro�ocaro Collaboration troa— Role — Researching and uncovering new business opportunities, _... .._... _ — Providing as-needed education,training,and guidelines for funding,marketing,IT,etc. — Maintaining a contact network and providing access to businesses(e.g.hosting investment prospects,helping businesses with prospective customers,etc.) Quality, ' New — Working with the City to secure the release of land for private ownership. Connected Narratives and Places Brand — Maintaining and publishing business profiles,an"inventory"list(e.g.available land,build- . ings,buy/sell opportunities,etc.),and a dashboard showing the current business climate. I Economic • Steward the economic renewal process and the plan as the Core Group founding member. Renewal • Anchor the Core Group that will own the plan and its implementation;infrastructure, Process Role administrative,Seward community engagement,bookkeeping,and archiving support. • Fiscal agent for disbursing operating funds and project funds. • Consider setting up a Chamber subsidiary or independent organization that shares its management with the Chamber as a 501(c))3)Economic Development Corporation. This opens up access to new sources of funding. By using civic networks of organizations that practice goal-driven,structured collaboration private equity approaches to investment,the Chamber will differ from traditional economic development corporations. g ( � The Chamber's budget structure and size must reflect its broader role. By example, we're reducing the old marketing and economic development budget, and adding the economic renewal process, including marketing for a hypothetical $210,000 increase. Recast Budget Structure:$746,000(hypothetical) 3%33'a The recast budget structure Sources of Funds:$555,300 Current Budget:$536,000 and funds is only an example. 5% 4% sue. Events-323a f 4% a��._� 496 Bed Tax—30% ` 3% Membership-15% 289'a 3636x, �t Advertising—10% , 18% Sponsors—3030 Tom Tougas—4% `.��o '�=:�;.. .��"'�``^�;z:•:.> • Salary&Benefits a Salary&Benefits ■Marketing&Economic Development(OLD) Marketing&Economic Development Events Events •Office Operations Office Operations ;v Building&Utilities Building&Utilities New Narratives and Brand Activities , si Business Assistancen Activities What is the value and expected Core Group Support Economic return on each budget item,current Core Group Community Engagement j Renewal and future? Does urs end plan Process f p P �Core Group Digital Media Communications' match our return expectations? Outside Professional Services NOTE:The recast budget structure and line items must align with the 3 roles of the Chamber. Additional funding will be needed. Government's role in economic renewal is to enact pro-growth policies and align with them. Considering Seward's economic performance, the City must clarify its role in the regional economy and take steps to act on it. Clarifying the • What is the City's role in the civic economy(see page 8)? Consider removing barriers to business City's Role growth,encouraging education,and improvingthe quality of life(graphic on left). • What are the guiding principles by which we:1)work together within the City? 2)work together with others in the community? • What should we/could we/will we do to:1)be more focused;2)create a pro-growth culture in the City?; and 3)support the building of a pro-growth culture within the Seward community? Considerations • Consider following our section 2 outline every 2 years(vision,values,opportunities and assets, on the Path to etc.to develop City goals,"must happens",obstacles,and action plans)to drive the budget. Pro-Growth • Change the conversation in City meetings from focusing on the past to defining realistic outcomes 11"Century lanovatbn and Policy Making for the future and debating the best ways to get there. By changing conversations and stressing erarnpower Entrepreneurs,* the new role and why it matters,the City(via the City Manager)will facilitate needed change. • Simplify and make the City's 2-year budgeting process more effective to reflect the clarified role. Get input from the Core Group during off-budget years. During budget years,align the relevant parts of the City budget with the economic growth plan and the Chamber's plan. Use information cw,<aorrn4wro:;on ------ and"lessons learned"gained from the economic renewal process to inform the budget. • Use the frameworks on pages 6 through 12(money flows,asset mapping,innovation, public/private value,etc.)to gain an understanding of: — The value of City-owned assets...how would they be of best use to support growth? Quaint New — The effect City processes and regulations have on businesses and private citizens...which ones Connected Normbves and Places Brand help and which ones hurt when put in the perspective of economic growth? Pro-Growth • Leverage the City's influence to convene the parties that will be most effective in working Alignment together to address"Seward's Challenges"and pursue"Seward's Opportunities"(page 16). Effective city focus area • Implement the City Permitting Process Renewal initiative(reorganize all permitting,zoning,and licensing related processes into one with an Internet interface for self-service). • Develop and implement a plan working with the Core Group and relevant business and non-profit organizations to repurpose or sell City assetsto directly support the five growth strategies and improve asset utilization. 3 examples immediately relevant to our seven initiatives include: — Land in the SMIC area and elsewhere that is a prime area for business location, — Utility(how will this fit as configured with an alternative energy strategy?) — Broadband(what is the City's contribution in rapidly evolving telecommunications?) I ( 9 dfa How to structure the funding of the economic renewal process and individual Work Group projects that show promise. In its unique role as the fiscal agent and organization supporting the Core Group,the Chamber has 3 sources and uses of cash. Bed-Tax(Collected by the City from Kenai Peninsula Borough) Work " Peninsula This should be on autopilot until brought up for another vote Group , by the community. Since the city has a two-year budget cycle,City Other Council should review how funds were spent the previous 2 years and the Donors Work ;y Work following 2-year spend plan every 2 years when it also reviews and Group 1, Group , -° approves the city's budget. Since spending is restricted to marketing Specialt ' activities,the Chamber should allocate some of the bed-tax funding to Work Support promoting new narratives and brand as they develop with the economic• Grou P renewal process. The City/Chamber funding agreement will likely need a Pooled Project Funds P 1 i' ,Grou s�• revision. for Financing Growth Initiatives* Core Group Economic Growth Network Operating Funds il This nominal Chamber-managed"operating account"funds the economic Individual Project Funding . growth network's ongoing operations, The Core Group should budget (by request and city Chamber of x this every 6 months to match each 6-month planning and implementation council vote approval) Commerce ;, ) Core Group and t cycle. Make 2013 the first cycle. Funds for the operating account could Network come from anywhere. The City may choose not to contribute. If the� Operating Funds network yields economic growth and the Chamber strengthens its value /2%of" proposition,membership dues and other revenue will be enough to self- , i Bed Tax,r'V fund the economic renewal process over time. Operating Budget Funding Pooled Project Funds Organized as an Opportunity Fund City of Seward (by planned budget and Other This Chamber-managed"capital account"funds 6-month projects in each city council vote approval) Donors of our growth initiatives.Originating with the Work Groups and vetted by the Core Group,there should be a specific return-on-grant(ROG) associated with each approval request. This is driven by the plan and Bed Tax what happens in each 6-month period. ROG promises should be reviewed every 6 months to match each 6-month planning and implementation cycle. Anyone can donate to the capital account through * Structured and managed as an Opportunity Fund the Chamber. The City may choose not to contribute. The operating account will fund the day-to-day activities of each group in the economic growth network. We're going to organize these activities and Work Group projects into successive six-month waves of work. PLANNING • Meet and work together on developing a simple six-month action plan that (not to exceed consists of well-defined assumptions,objectives,work products to be 4 weeks) produced,"must happens",obstacles,task lists,responsibilities,due dates, and budgets. • Think about contingencies and consider the four strategic risks(page 34)in your planning. • Formalize the first draft of the plan and begin to take action immediately on known items. Flan r'4%.""'Adopt Oa bPan Oa ' Pro" p`a`n `"' DOING • Perform the tasks on the task list If funding is needed,make sure the (should repeat funding plan is its own task list upon which other tasks depend. Utilize a 6 month h wave; Next 6 month wave; Next ..etc. a few times per simple project management approach to keep on top of the task lists. deliverables held;irrri new delemr"bles(IrelA firm/based an results six-month • Coordinate activities with other members in your group. pan,the last WIN" cycle) • Communicate regularly(weekly,bi-weekly,or monthly depending on the tasks and the need to coordinate) 2013 represents the first wave LEARNING • Meet and discuss"lessons learned"...document and store this for future use. Each wove represents a cycle of planning (should repeat Devise solutions to problems encountered.,.document and store this for a few times per future use. and doing. The first part of each wave six-month • In the last"learning"meeting of the cycle,determine whether the overall involves planning and mobilizing(e.g. cycle) plan,and then what portions of the plan need revising. Put plans into place action plans,recruiting the right people, to make the required changes. gaining buy-in,training,etc.). The second part of each wave involves ADAPTING • This step is primarily a"hand-off"step that concludes each six-month cycle implementation and learning. and begins the next one with Planning. • Celebrate your victories and the failures you proved NOT to be relevant to our growth plans. • Make sure you'll take corrective action in the next six-month cycle to address the failures that ARE material. • All groups in the economic growth network should come together in one meeting facilitated by the Core Group every six months to share their lessons learned and to plan the next six months. It will take 90 days or so to form the key groups and launch the economic growth network. You should plan on having this done by the end of June (see the Chamber's Group Formation Checklist document of March 4, 2013). Core Group Work Group(s) Finance Group PURPOSE • Owns the economic growth plan and • Own one or more economic growth • Ensure good relationships with the growth initiatives portfolio. initiative(each group must own at funding sources. • Coordinates each portfolio initiative least one initiative). • Assist work groups to secure funding. through the responsible work groups. • Span into other work groups to ensure • NOTE—should we run this as a Core coordination and communications. Group initiative? SIX-MONTH • Organize the group around the • Organize tfie groups so they provide • Identify sources of funding. (2013) Chamber of Commerce. optimal coverage'of the initiatives • Help work groups develop value OBJECTIVES • Successful startup. ,Seward willundertake in 2013. propositions around their initiatives. • Finalize the strategy and action plan, Detail phosen initiatives,including • Secure initial funding. including details for 2013. inpoSiation opportunities to explore. • Set up an Opportunity Fund'(contact • Learn how to communicate with and/' •,,formulate projects and launch. Strategy-Nets for more information). coordinate the other groups in the • Learn how to communicate with and • Develop a simple way to model economic growth network;,• coordinate the work with the other Seward region money flows. • Regional assets anajyfis in the context groups in the economic growth • Learn how to communicate with and of money flows,and the,three types of network. coordinate the work with the other innovation,,'' groups in the economic growth • Help work groups,break down barriers network, to progress. KEY ROLES • Leader') • Leader • Leader (one person can • Membership • Membership • Membership fill more than one •—Communications and meetings • Communications and meetings • Communications and meetings role) • Librarian • Librarian • Librarian • Each leader from all the other groups • Spanner(sole purpose is to participate • Spanner(sole purpose is to participate • Audit in other groups) in other groups) • Initiative and project management • Relationship management • Relationship management 02012 sRateay.nets Services LLC Contains proprietary intellectual property.All rlahts reserved. Seward Economic Growth Plan 151 BETA 1 2013 mar Setting up these groups will start moving us toward accomplishing our five "Must Happens". OUR FIVE"MUST HAPPENS" PROVEN APPROACHES THAT WORK Team approach with relationships Formal group formation,including a charter,well-defined roles and processes,and formal governance between members formalized. and resource allocation plans. People must be willing to share and each group will need a leader group members will follow. Clear accountability and ownership All initiatives owned by a single group made up of the relevant organizations and people who are of each initiative. passionate about their contribution, Each group committed to achieving relevant target metrics and learning from their efforts. Roles(most importantly,the Because of the importance of civic networks,were organizing our effort to follow a model of loose Chamber of Commerce,the City, hierarchy. Key characteristics include rich and frequent communications,relative lack of centralized and the Core Group). control,and flexible,task-driven memberships. Coordination and communication between groups happens through a"spanning"role(person participating in more than one group)and through a Core Group. Although there's some reporting hierarchy within groups,there is no hierarchy among groups. Each group has its purpose and they all fit into a whole that makes up the economic renewal effort. Detailed and incentivized action Put the plans in writing,with work products to be produced and who is accountable clearly defined. plans,including project Make sure there is meaning in the work of each person in each group. Meaning comes from continual management discipline. story telling on how their work helps others and themselves,getting members to establish their own objectives and work plans within the broader strategy,and using small,unexpected rewards to keep people motivated. Funding in place for 2013 and 2014 Dedicate a"Finance Group"to cultivate relationships with the sources of potential funds,and assist each of the other groups in planning budgets,expected returns,and making presentations for securing funding. 02012 Stnnoy.N.b Services LLC !Contains proprietary Intellectual Property.All tights reserved. ( /_ ( Seward Economic Growth Plan 52 BETA 1 2013 mar Once your groups are in place, follow this outline...augment the list if needed. It will take the rest of 2013 (consider it the first six-month wave) to learn how to work together by finalizing economic growth plans and starting to implement them. What How identify what • Focus on the information you know to date(in this plan and many things already being worked on);combine this information into you have to one"pool"you will use to make decisions. For example,YES Group lists,Tom Tougas's SWOT analysis,2010 UA CED report and work with related documents(UA CED and Strategy-Nets have these archived),ARRC Master Plan,City's SMIC development plan,etc. • Focus on the assets over which network members have influence or control. These are likely assets owned by businesses and other organizations involved in the economic renewal process. Define their best and highest use in the context of our seven initiatives. • Identify assets that you will need and over which you don't ha6e control. Engage asset owners in a conversation and devise ways together on how to get the best use out of the asset;recruit these esset owners to join the economic growth network. • Adhere to the asset mapping,money flow,and inngvation frargeworks in this plan. Finalize the • Based on your information(above),revisit the seven initiatives and reshape them if needed based on where the most energy is in Plan,Ver.1.0 your network of people. Balance this energy with the crucial need to focus on good and bad money flows,and balancing the 3 types of innovation! All of our initiatives Will requireroollaboration between many parties. Some will require substantial funding.Are these initiatives as formulated the best onet to pursue? Is this where the most energy is(people coming together)?Will the business community get materially involved,offering resources,expertise,and contacts to help implement these initiatives? • Detail your chosen initiatives,including innovation opportunities to explore. • Formulate and pridritizeprojectts;identify potential sources of funding. • Develop value jiropositipns for high priority late-2013 and first wave 2014 projects. • Set up a,n OpportritifPund and secure funding for priority projects;then launch. • Update the planaiith your analysis,decisions,and priorities;revise from BETA to version 1.0. Align the r'"Make sure each group empowers its members through clear roles,boundaries,responsibilities,and processes. network,Core •'`.Deyel`op a disciplined process and rhythm by which all groups in the network will communicate and coordinate their work. These Group,and delude group-to-group spanning roles,standardized communication templates/timeframes/methods;standardized reporting and relevant ways to display information,standardized meeting formats and schedules,etc. When and how is there Core Group involvement? Seward • Develop a disciplined process by which the Core Group works with the Chamber(see examples above). organizations • Develop a disciplined process by which the Core Group interfaces with outside organizations like City Council,businesses,and non- profits in matters of requests,project funding,and planning/reporting. When and how is there Chamber involvement? NOTE: In the subsequent six-month period,you'll need a community engagement group to:1)promote Seward's economic renewal and 2)attract people to join the network. You may also need a government relations group to work with the State of Alaska and the Federal Government.Alternatively,these could be organized,run,and funded from the capital account as Core Group projects. 02012 5trategy.Nets Services Lit Contains proprietary Intellectual property.All rights reserved. Seward Economic Growth Plan t 53 BETA 2013 mar In parallel to the work of the economic growth network, follow this outline...augment the list if needed. Doing this in 2013 will help the Chamber and the City start 2014 with action plans to become more effective aligned with the economic growth plan: What How Revitalize the • Focus on unifying the various business-related organizations(e.g.YES,Rotary Club,etc.);propose to them specifics(some outlined Chamber on page 46)on how the Chamber can add value to the local business community. Work with them to devise ways to augment that value by working together;implement he resultant plans, • After reasonable progress,reach out to other Chambers in Kenai Peninsula Borough in a similar fashion. Focus on devising ways to work together with them where all stand to gain;make sure collaboration does not come at the expense of the Seward business community gaining a competitive advantage. • Focus on unifying the various non-profit organizations to share assets on planning and running events:devise a plan with them and work with them to implement. • Hire a person to,among Chamber-related duties;serve as the liaison between the Chamber and the Core Group;choose between an inexperienced,low cost person you can sfiape or an experienced high-cost person who can help drive this agenda forward. Clarify City role • Follow the outline on page 48. and plans • Focus on clarifying the City's rple in economic renewal first,then on developing plans to align structure and budget with the role and making change within the/City andin.how the City interacts with the rest of the Seward community. • Put in place and communicate a plan and schedule of repurposing or selling City assets;how well does the plan fit the economic growth strategy?,Action plan-initiatives and priorities? • Formalize all of'this thrgugl a series of City Council resolutions. Align the • Set up'a joint Chamber/City Council/Core Group project to develop a disciplined process by which the Chamber and the Core Group Chamber,the will communicate and coordinate their work with City Council and the City Manager. These will include spanning roles across the City,and the <; three organizations,standardized communication templates/timeframes/methods,standardized reporting and ways to display Core Group ‘,,information,standardized meeting formats and schedules,etc. • Use the City's biannual budgeting process as a way to coordinate all economic growth-related planning and funding relationships that involve the Chamber and the City. Elevate the biannual City budgeting process to become more strategic and broader,more planning oriented around external economic growth opportunities and what's needed to pursue those opportunities. • Develop a disciplined process by which the Core Group interfaces with City Council in matters of requests,project funding,and planning/reporting.When and how is there Chamber involvement? • Formulate and launch the City Permitting Process Renewal initiative. 52012 Strategy Netz Services SIC :Contains proprietary intellectual property.All tlghtz reserved. Y Seward Economic Growth Plan 54 BETA 1 2013 mar What we need to do next... • Gain City Council support.Use a Council resolution to 1)support the plan and 2)to use Council's influence with the City Administration to begin creating pro-growth policies and a pro- growth culture. • Identify who is missing from the effort and launch a recruitment drive. #� ?Lam micDevelopment • Secure funding to expand the role of the Chamber of Commerce and redevelop its business plan for 2013. s t r a t ce gry R= s • Secure funding and retain outside help to increase success probabilities and keep things moving. • Formalize the Core Group and each initiative,and decide what other groups the effort will need. • Formalize all groups,with each one to detail their plans to address their"must happens"and obstacles to success. • Detail and finalize the economic growth strategy,initiatives,and action plans through the end of 2013,at which point the Core Group will need to update the Seward Economic Growth Plan. • Secure initial funding to move into action on the items we already know(e.g.City Permitting Process Renewal). Economic growth primer Seward economic growth strategy Seward action plan Appendix—resources and tools 2-3 Outline of a proven open network group formation process. * Change the Assemble and Secure Sponsorship Develop Plan and Narrative Leverage Networks Reach Agreement and Funding Program Mgmt. Controls • Start to think in terms of • Engage influential"early • Define,develop,and • Establish specific • Define budgets based linking and leveraging adopters" document: performance and on each members' your networks + Form a leadership task f The group's purpose progress measures for action plans • Engage key people in force focused on better and guiding principles group performance—this • Ensure each member is ✓ Charter is in addition to the your network in defining the it Agenda metrics that are initiative- accountable for preliminary discussions opportunities and then ✓ Measurable objectives specific and the overall planned contribution • Brainstorm the capturing them—in our ✓ Name and brand economic growth metrics opportunities in a case,mostly done • Document and structured,disciplined Asses current resources • Establish oversight • Document and communicate each way—in our case,the and tools and what's structure and board of communicate to all members'plans to all over all strategy and the needed governance members members six initiatives • Define rules governing • Formulate the approach • Exchange information use of collective resour- to securing sponsors and • Document the and focus on the opportunities and begin commonality with other ces(those contributed by funds selective promotion to groups group members for use) • Develop the plan to other people in your • Ensure members have a match sources to the uses • Assemble an network implementation-oriented say in the rules of funds team within the group to • Clearly define individual • Recruit sponsors oversee the chosen membership require- initiative(s) ments,roles,boundaries, and expectations *Refer to the Chamber's • Decide on the group's Group Formation Checklist first initiative;detail the document of March 4, first 6-month action plans 2013 for more detail Summary of operating a group in an open network. Devise ways to empower each group and make being a group member productive and meaningful. Use simple rules that govern behavior and simple processes to ensure learning and adaptation. MOTIVATION SYSTEMS RELEVANT KNOWLEDGE • Recognize and reward • Identify and acquire relevant contribution knowledge • Encourage discovery and • Define approach and implement SAMPLE GROUP PROCESSES experimentation tools;manage content and train • Leadership and governance • Implement a graduated system people • Member recruitment and onboarding of sanctions for non-compliance • Define and stick to update plans • Communications to keep knowledge current • Meeting planning and facilitation • Project definition and approval • Appropriation • Provisioning \ Nbilli:,,,, • Monitoring .4 • Enforcement fi k�,•s. '•f 4 • Conflict resolution SAMPLE"BEST PRACTICES" ;` • Experiment;publicize successes and failures • Install and manage public forums and shared spaces • Keep knowledge repositories updated • Review content and practices systematically GOAL ACHIEVEMENT CAPABILITIES BROADER REACH • Report performance • Develop processes for repetitive • Provide access to all members' • Provide coaching when performance falls off activities contacts • Facilitate events • Define collaborative work • Facilitate outside-the-group practices interactions • Constantly communicate expec- • Recruit new members as tations and progress;adjust needed course and speed as needed ( 2i-- Meeting outline and documentation format NOTE—New Business becomes Ongoing Business until finished(Closed Business) MEETING OUTLINE Welcome Purpose of the Meeting • What are the decisions we expect to make today? DOCUMENTATION Business That We're Closing: Closed Business • What did we learn? • Describe what you learned • How will we incorporate what we learned into relevant ongoing and new business? Affected parties •• Formal closing(removes the ongoing business item;documentation gets archived) Thoughts on corrective action for the next time •Ongoing Business Items: Ongoing Business • Status • Brief description • What worked? 1 • Status • What didn't? 1 • Next steps:who will do what by when • Why? F • Next step—what will we accomplish for the next meeting? JJ/ New Business • Brief description New Business Items: • Next steps:who will do what by when • What is it? • How does it address a"must happen"or"remove a barrier to success"? Documented Questions or Concerns • Expectations? • Brief description • Next step • Action items(if any)related to this:who will do what • Accountability by when • Formal adoption(becomes"ongoing business"items for the next meeting) Questions or Concerns • Did we make the decisions we expected to make today? Closing Simple project management tool (one 8 1/2 x 11 inch page format). This tool is based on the One-Page Project Manager from OPPM International. https://www.oppmi.com/index.cfm 25 1 2., Seward coin 1Gxsio Sraer's c e. Questions? strategy. r ASSETS 70 OPPOKIUNITIES �enterfpr conomic Development The information contained in this document is privileged and confidential.It Is to be used only by the Seward Chamber of Laszlo Kozmon Commerce,and the people and organizations working with or Managing Principal -- 440.247.8901 -- LKozmon @Strategy-Nets.com supportive of the Chamber for the sole purpose of developing the City of Seward economy and that of the surrounding region.Any Strategy-Nets dissemination,distribution,copying,or use of this material by anyone other than the intended redpient(s)for any purpose other than that stated herein Is strictly prohibited. This document is for Informational and planning purposes only. Christi Bell Strategy-Nets Services LLC and the University of Alaska Center for Executive Director -- 907.786.5444 -- ancab5 @UAA.Alaska.edu Economic i Development UA Center for Economic Development The names of products and services herein are trademarks of Strategy-Nets Services LLC and Ed Morrison The names of other companies and products and services mentioned herein may be trademarks of their respective owners. 6632 Chagrin River Road The Strategic-Doing process is an open source project. Chagrin Falls,Ohio 44022.3537 USA Source:Ed Morrison,distributed under a Creative Commons 3.0 Attribution Ucense. www.Strategy-Nets.com All other content: 02012 Strategy-Nets Services LLC. Contains proprietary intellectual property.All rights reserved. 1 24 Sponsored by: Clerk CITY OF SEWARD,ALASKA RESOLUTION 2013-103 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, SUPPORTING THE ALASKA TOBACCO CONTROL ALLIANCE'S INITIATIVE TO MAKE ALL ALASKA WORKPLACES 100% SMOKEFREE WHEREAS, secondhand smoke contains more than 7,000 chemicals, including at least 69 of which are known to cause cancer, including formaldehyde, benzene, vinyl chloride, arsenic, ammonia and hydrogen cyanide; and WHEREAS, people who are exposed to secondhand smoke are inhaling many of the same cancer-causing substances and poisons as smokers; and WHEREAS, numerous studies have found that tobacco smoke is a major contributor to indoor air pollution and that breathing secondhand smoke is a cause of disease in healthy nonsmokers, including heart disease, stroke, respiratory disease and lung cancer; and WHEREAS, the 2006 U.S. Surgeon General's Report, "The Health of Involuntary Exposure to Tobacco Smoke," concluded that there is no risk-free level of exposure to secondhand smoke; ventilation and other air cleaning technologies cannot eliminate exposure of nonsmokers to secondhand smoke, and smokefree workplace policies are the only effective way to eliminate secondhand smoke exposure in the workplace; and WHEREAS, the 2010 U.S. Surgeon general's Report, "How Tobacco Smoke Causes Disease,"determined that even occasional exposure to secondhand smoke is harmful; and WHEREAS, for every nine smokers who die, one nonsmoker dies from exposure to secondhand smoke; and WHEREAS, approximately half of Alaska's population is not protected by a smokefree workplace law; and WHEREAS, among those who work primarily indoors, young adults aged 18 to 29 are significantly less likely to be protected by a smokefree indoor workplace policy than other Alaskan adults; and WHEREAS, research in communities where smokefree laws have been adopted has consistently shown neutral or positive economic effects to the hospitality industry following a smokefree workplace requirement; and CITY OF SEWARD, ALASKA RESOLUTION 2013-103 WHEREAS, smokefree workplace laws protect people from secondhand smoke, reduce tobacco use overall and reduce healthcare costs; and WHEREAS, all Alaskans have the right to breathe smokefree air; and WHEREAS, during the October 28, 2013 meeting, the City Council directed staff to bring forward a support resolution for consideration. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, that: Section 1. The City Council of the City of Seward supports the Alaska Tobacco Control Alliance's Initiative to make all Alaska Workplaces 100% smokefree. Section 2. This resolution shall take effect immediately upon its adoption. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 12th day of November, 2013. THE CITY OF SEWARD, ALASKA Jean Bardarson,Mayor AYES: NOES: ABSENT: ABSTAIN: VACANT: One ATTEST: Johanna Kinney, CMC City Clerk (City Seal) IV ,--/-. ...:....._, _ SMOKEFREE WORKPLACE LAWS ..".,4\-\-- -- ARE GREAT FOR BUSINESS Alaska Tobacco Control Alliance AlaNkacca or g In 2006, the United States Surgeon General reported that smokefree policies and regulation DO NOT have an adverse economic impact on the tourism or hospitality industries. In fact, many smokefree workplace laws have been followed by Increased Profits -, s Going smokefree has helped us gain business. We now get more families, visitors and traveling sports ., , 44•6 ,„:„4, teams. Also, we save money • , , ,. on cleaning costs. Overall it :,...„ . 41 )P has been extremely positive for the Food Factory. yy , . • _Cheryl Brendel Food Factory, Fairbanks Going Going smokefree is proven to smokefree is Reduce Business Costs • Lower maintenance costs (cleaning/ FREE . rLeopwlaecriiinlsgucraanrcpeetps,retanbulLeimcslo(fittr)esi fmurenditiucrael), workers camp, liability) • Lower labor costs (productivity) • Decreased legal liability • Higher employee morale , - --1 ( SMOKEFREE WORKPLACE LAWS .....,, . ------------ ARE Alaska Tobacco Control Alliance Alaskatca.org Benefits • Provide a healthier environment for all workers with a corresponding improvement in productivity • Project a positive image to the public • Show pride in your business and the products and services your company delivers In Alaska, communities with smokefree ordinances 100% 1 IN 5 ADULTS in Anchorage or Juneau reported going to bars and 60% 94% lounges more often now that OF,ALL 79%OF they are smokefree.2 ADULTS SMOKERS 20% Outside of Anchorage and Juneau, in places where smoking is still allowed, 92% of all adults and 74%of smokers say they reported visiting bars and lounges as often or would still go to these places as often or more often now that smoking is not allowed/ more often, if smoking were prohibited.? , 9 OF 10 ALASKAN ADULTS 0 11 0 le Ili 0 11 • • • 7 OF 10 ALASKAN SMOKERS 0 411 , 0 411 0 411 0 • • • ' Ilk 1111i It rt. It lik It , ,, lik it THINK SMOKING SHOULD BE'PROHIBITED IN ALASKA WORKPLACES' . ' 1. U.S.Department of Health and Human Services.The Health Consequences of Involuntary Exposure to Tobacco Smoke:A Report of the Surgeon General. Atlanta,Georgia:U.S.Department of Health and Human Services,Centers for Disease Control and Prevention,Coordinating Center for Health Promotion, National Center for Chronic Disease Prevention and Health Promotion,Office on Smoking and Health,2006[cited 2006 Sep 271. Available from:http://www.surgeongeneratgovilibrary/secondhandsmoke/report/. 2. Alaska Department of Health and Social Services,Alaska Tobacco Facts 2012. , Resolution of Support for Smokefree Alaska Whereas, Secondhand smoke contains more than 7,000 chemicals, including at least 69 of which are known to cause cancer', including formaldehyde, benzene,vinyl chloride, arsenic, ammonia and hydrogen cyanide', and people who are exposed to secondhand smoke are inhaling many of the same cancer-causing substances and poisons as smokers3; and Whereas, Numerous studies have found that tobacco smoke is a m jor contributor to indoor air pollution and that breathing secondhand smoke is a cause of disease in healthy nonsmokers', including heart disease, stroke, respiratory disease and lung cancer2; and Whereas,The 2006 U.S.Surgeon General's Report, "The Health Consequences of Involuntary Exposure to Tobacco Smoke,"concluded that there is no risk-free level of exposure to secondhand smoke;ventilation and other air cleaning technologies cannot eliminate exposure of nonsmokers to secondhand smoke; and smokefree workplace policies are the only effective way to eliminate secondhand smoke exposure in the workplace4; and Whereas,The 2010 U.S.Surgeon General's Report, "How Tobacco Smoke Causes Disease,"determined that even occasional exposure to secondhand smoke is harmful5; and Whereas, For every nine smokers who die,one nonsmoker dies from exposure to secondhand smoke6;and Whereas,Approximately half of Alaska's population is not protected by a smokefree workplace law''and Whereas,Among those who work primarily indoors,young adults aged 18 to 29 are significantly less likely to be protected by a smokefree indoor workplace policy than other Alaskan adults8;and Whereas, Research in communities where smokefree laws have been adopted has consistently shown neutral or positive economic effects to the hospitality industry following a smokefree workplace requirement9; and Whereas, Smokefree workplace laws protect people from secondhand smoke", reduce tobacco use overall and reduce health care costs6; and Whereas, all Alaskans have the right to breathe smokefree air; THEREFORE,we,the undersigned support a law in Alaska to make all workplaces 100%smokefree to protect the health and safety of all workers and visitors from the dangers of secondhand smoke. Organization: Community: Signature: Name: Title: �� \ | | . / \ , ^~ . Sources: 1. U.S.Surgeon General, How Tobacco Smoke Causes Disease, 2010. 2. American Cancer Society Cancer Action Network, The Facts About Secondhand Smoke, 2012. 3. Centers for Disease Control and Prevention, Health Effects of Secondhand Smoke, vxvvvv.cdc.govyobacco/data_statisticn/fact_sheets/secoodhaod_snmoke/hea|th_effects/#|ung. 4. U.S.Surgeon General, The Health Consequences of Involuntary Exposure to Secondhand Smoke, 2006. 5. U.S.Surgeon General,How Tobacco Smoke Causes Disease: The Biology and Behavioral Basis for Smoking-Attributable Disease Fact Sheet,2010, xvvvvv.surgeongenera|.go«/|ibran/reportmtobaccosmoke/factsheet.htrn|. 6. Centers for Disease Control and Prevention.Smoking-Attributable Mortality, Years oy Potential 1ifeLost, and Productivity Losses—United States, 2000-2004. Morbidity and Mortality Weekly Report 2008; 57(45):1226-8. 7. Tobacco Program Records,2012 and Alaska Department of Labor and Workforce Development 2011 Population estimates.www.almis.labor.state.ak.us/pop/popest.htm. 8. Alaska Department of Health and Human Services,2012 Alaska Tobacco Facts, 2012. 9. Eriksen, Michael& Frank Chaloupka. The Economic Impact of Clean Indoor Air Laws. CA: A Cancer Journal for Clinicians. 2007. http://caonline.amcancersoc.org/cgi/content/full/57/6/367. �� � /� I . } - Sponsored by: Hunt CITY OF SEWARD,ALASKA RESOLUTION 2013-104 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, AUTHORIZING THE CITY MANAGER TO ENTER INTO AN AGREEMENT WITH THE ARMY CORPS OF ENGINEERS TO INSPECT THE LOWELL CREEK FLOOD DIVERSION, WITH AN AGREEMENT TOTAL OF$50,000,AND A CITY SHARE OF 50%,SHARED AMOUNT OF $25,000,AND APPROPRIATING FUNDS WHEREAS, the City of Seward has long had a relationship with the Army Corps of Engineers in the management of the Lowell Creek Diversion,adjacent tunnel and surrounding area; and WHEREAS,previous periodic inspections on the diversion tunnel have been done by the Army Corps in cooperation with the City of Seward in 1978 and 2010; and WHEREAS,the State of Alaska requires inspection of the structure and outfall every three (3)years; and WHEREAS,the October 2013 government shut down and the local flooding both led to the inspection being delayed; and WHEREAS, the City continues to collaborate with the Corps in agreement and resulting reports for submittal to the State of Alaska; and WHEREAS, the periodic inspection should take place before winter weather prohibits a thorough and safe inspection; and WHEREAS, time is of the essence. NOW,THEREFORE,BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA that: Section 1. The City Manager is hereby authorized to enter into an agreement with the Army Corps of Engineers to inspect the Lowell Creek Flood Diversion. Section 2.The amount of the agreement is$50,000 total with a fifty percent(50%)city share of$25,000. Funding in the amount of$25,000 is hereby appropriated from general fund reserves account number 101-0000-3050 to contracted services account number 101-1120-5390. Section 3. This resolution shall take effect immediately upon adoption. 35 Agenda Statement e440 sty Meeting Date: November 12 � . 2013 t =1 A V y F To: City Council ' WN' 11J-1V,"' From: City Manager Jim Hunt Agenda Item: Lowell Creek Inspection agreement with the Army Corps of Engineers BACKGROUND & JUSTIFICATION: The City of Seward has collaborated with the Army Corp of Engineers for more than 60 years at the Lowell Creek diversion project. This relationship continues to be important for the maintenance and safety of the structure. In recent years the State of Alaska began requiring an inspection every three years. This year October delays have resulted in the City and Corp having a small window to conduct inspections of the creek,tunnel,outfall and surrounding areas before the onset of winter weather.We will then work together, submitting the information garnered for the state reports. The agreement requires a 50% match of$25,000 for a total agreement of$50,000. INTENT: Authorize the City Manager to enter into an agreement with the Army Corps of Engineers to for $25,000 or 50% of the total, $50,000, to conduct inspection of the Lowell Creek diversion, and appropriating funds. CONSISTENCY CHECKLIST: Yes No N/A Comprehensive Plan: "Determine the best solution and seek adequate 1. funding to rebuild and/or repair the Lowell Creek Diversion Tunnel X complex." Section 3.8.1.3 2. Strategic Plan: Page 11, mitigate flood hazard and promote safety X 3. Other: X FISCAL NOTE: Funding for this agreement will be appropriated in the amount of$25,000 from general fund reserves account number 101-0000-3050 to contracted services account number 101-1120-5390. Approved by Finance Department: • ATTORNEY REVIEW: Yes No X The City Attorney reviewed the agreement language. RECOMMENDATION: tilt Approve Resolution 2013- Authorizing the City Manager to enter into an agreement with the Army Corps of Engineers to for$25,000 or 50% of the total, $50,000,to conduct inspection of the Lowell Creek diversion, and appropriating funds. PLANNING ASSISTANCE TO STATES AGREEMENT BETWEEN THE DEPARTMENT OF THE ARMY AND CITY OF SEWARD, ALASKA FOR THE LOWELL CREEK FLOOD DIVERSION SECTION 22 STUDY THIS AGREEMENT is entered into this day, of , 2013, by and between the Department of the Army (hereinafter the "Government"), represented by the District Engineer executing this Agreement, and the City of Seward, Alaska (hereinafter the "Sponsor"), WITNESSETH, that WHEREAS, Section 22 of the Water Resources Development Act (WRDA)of 1974 (Public Law 93-251), as amended, authorizes the Secretary of the Army, acting through the Chief of Engineers, to cooperate with any State, as therein defined, in the preparation of comprehensive plans for the development, utilization and conservation of water and related resources of drainage basins, watersheds, or ecosystems located within the boundaries of such State and to submit to Congress reports and recommendation with respect to appropriate Federal participation in carrying out such plans; WHEREAS, Section 319 of the Water Resources Development Act of 1990 (Public Law 101-640) authorizes the Secretary of the Army to collect from non-Federal entities fees for the purpose of recovering 50 percent of the cost of the program established by Section 22 of the 1974 WRDA; WHEREAS, the Sponsor may provide up to 100 percent of its required contribution of Study Costs through the provision of services, materials, supplies or other in-kind-services necessary to prepare the plan. WHEREAS, the Sponsor has reviewed the State's comprehensive water plans and identified the need for planning assistance as described in the Scope of Studies incorporated into this agreement; and WHEREAS, the Sponsor has the authority and capability to furnish the cooperation hereinafter set forth and is willing to participate in the study cost-sharing and financing in accordance with the terms of this Agreement; NOW THEREFORE, the parties agree as follows: ARTICLE I - DEFINITIONS 3 5 For the purposes of this Agreement: A. The term "Study Costs" shall mean all disbursements by the Government pursuant to this Agreement, from Federal appropriations or from funds made available to the Government by the Sponsor and all negotiated costs of work performed by the Sponsor pursuant to this Agreement. Study Costs shall include, but not be limited to: labor charges; direct costs; overhead expenses; supervision and administration costs; the costs of participation in Study Management and Coordination in accordance with Article IV of this Agreement; the costs of contracts with third parties, including termination or suspension charges; and any termination or suspension costs (ordinarily defined as those costs necessary to terminate ongoing contracts or obligations and to properly safeguard the work already accomplished) associated with this Agreement. B. The term "estimated Study Costs" shall mean the estimated cost of performing the Study as of the effective date of this Agreement, as specified in Article III.A. of this Agreement. C. The term "study period" shall mean the time period for conducting the Study, commencing with the release to the U.S. Army Corps of Engineers, Alaska District of initial Federal funds following the execution of this Agreement and ending when the Alaska District provides the planning report to the Sponsor. D. The term "SOW" shall mean the Scope of Work, which is attached to this Agreement and which shall not be considered binding on either party and is subject to change by the Government, in consultation with the Sponsor. E. The term "fiscal year" shall mean one fiscal year of the Government. The Government fiscal year begins on October 1 and ends on September 30. F. The term "negotiated costs" shall mean the costs of in-kind services to be provided by the Sponsor in accordance with the SOW. ARTICLE II - OBLIGATIONS OF PARTIES A. Subject to the availability of funds appropriated by the Congress of the United States (Congress), the Government, using funds and in-kind services provided by the Sponsor and Congressionally appropriated funds, shall expeditiously prosecute and complete the Study, in accordance with the provisions of this Agreement and Federal laws, regulations, and policies. B. In accordance with this Article and Article III. of this Agreement, the Sponsor shall contribute cash or in-kind services equal to fifty (50) percent of Study Costs. If agreeable to all parties, in-kind services may comprise 100 percent of the Sponsor's contributions. The in- kind services to be provided by the Sponsor, the estimated negotiated costs for those services, and estimated schedule under which those services are to be prepared are specified in the Scope of Work. Negotiated costs shall be subject to an audit by the Government to determine reasonableness, allocability and allowability. C. The Sponsor understands that the schedule of work may require the Sponsor to provide cash or in-kind services at a rate that may result in the Sponsor temporarily diverging from the obligations concerning cash and in-kind services specified in paragraph B. of this I 5(0 Article. Such temporary divergences shall be identified in the quarterly reports provided for in Article M.A. of this Agreement and shall not alter the obligations concerning payment specified in paragraph B. of this Article or the obligations concerning payment specified in Article III of this Agreement. D. If, upon the award of any contract or the performance of any in-house work for the Study by the Government, cumulative financial obligations of the Government and the Sponsor would exceed$50,000, the Government and the Sponsor agree to defer award of that and all subsequent contracts, and performance of that and all subsequent in-house work, for the Study until the Government and the Sponsor agree to proceed. Should the Government and the Sponsor require time to arrive at a decision, the Agreement will be suspended in accordance with Article X., for a period of not to exceed six months. In the event the Government and the Sponsor have not reached an agreement to proceed by the end of their 6- month period, the Agreement may be subject to termination in accordance with Article X. E. No Federal funds may be expended or obligated by the Sponsor to meet the Sponsor's share of Study costs under this Agreement unless the expenditure or obligation of such funds is expressly authorized by statute for such purposes and the Federal granting agency verifies in writing that the expenditure of such funds is expressly authorized by statute. F. The award and management of any contract with a third party in furtherance of this Agreement which obligates Federal appropriations shall be exclusively within the control of the Government. The award and management of any contract by the Sponsor with a third party in furtherance of the Agreement which obligates funds of the Sponsor and does not obligate Federal appropriations shall be exclusively within the control of the Sponsor, but shall be subject to applicable Federal laws and regulations. G. Notwithstanding any provision of this Agreement, this Agreement and the Government's obligations hereunder shall not be effective and will not commence until Federal funds have been appropriated and allocated to the District Engineer, U.S. Army Corps of Engineers Alaska District for the implementation of this study. In the event that Federal funds are allocated to the District Engineer for this study after the date that the parties hereto execute this Agreement, the effective date of this Agreement shall be the date that funding approval is provided to the District Engineer. H. In the event that any one or more of the provisions of this Agreement is found to be invalid, illegal, or unenforceable, by a court of competent jurisdiction, the validity of the remaining provisions shall not in any way be affected or impaired and shall continue in effect until the Agreement is completed. ARTICLE III - METHOD OF PAYMENT A. The Government shall maintain current records of contributions provided by the parties, current projections of Study Costs, current projections of each party's share of Study Costs. At least quarterly, the Government shall provide the Sponsor a report setting forth this information. As of the effective date of this Agreement, estimated Study Costs are $50,000 and the Sponsor's share of estimated Study Costs is $25,000. The dollar amounts set forth in this Article are based upon the Government's best estimates, which reflect the scope of the 311 study described in the SOW, projected costs, price-level changes, and anticipated inflation. Such cost estimates are subject to adjustment by the Government and are not to be construed as the total financial responsibilities of the Government and the Sponsor. B. The Sponsor shall provide its cash contribution required under Article II.B. of this Agreement in accordance with the following provisions: 1. No later than 30 days prior to the scheduled date for the Government's issuance of the solicitation for the first contract for the Study or for the Government's anticipated first significant in-house expenditure for the Study, the Government shall notify the Sponsor in writing of the funds the Government determines to be required from the Sponsor to meet its share of Study Costs. No later than 15days thereafter, the Sponsor shall provide the Government the full amount of the required funds by delivering a check payable to "FAO,USAED, ALASKA DISTRICT" to the District Engineer or an Electronic Funds Transfer in accordance with procedures established by the Government. 2. The Government shall draw from the funds provided by the Sponsor such sums as the Government deems necessary to cover the Sponsor's share of contractual and in- house financial obligations attributable to the Study as they are incurred. 3. In the event the Government determines that the Sponsor must provide additional funds to meet its share of Study Costs, the Government shall so notify the Sponsor in writing. No later than 60days after receipt of such notice, the Sponsor shall provide the Government with a check or an Electronic Funds Transfer for the full amount of the additional required funds. C. Within 90 days after the conclusion of the Study Period or termination of this Agreement, the Government shall conduct a final accounting of Study Costs, including disbursements by the Government of Federal funds, cash contributions by the Sponsor and credits for the negotiated costs of the Sponsor's in-kind services, and shall furnish the Sponsor with the results of this accounting. Within 30 days thereafter, the Government, subject to the availability of funds, shall reimburse the Sponsor for the excess, if any, of cash contributions and credits given over its required share of Study Costs, or the Sponsor shall provide the Government any cash contributions required for the Sponsor to meet its required share of Study Costs. ARTICLE IV - STUDY MANAGEMENT AND COORDINATION To provide for consistent and effective communication, the Government's Project Manager for the Study and the Sponsor's designated representative shall communicate regularly until the end of the Study Period. ARTICLE V- DISPUTES As a condition precedent to a party bringing any suit for breach of this Agreement, that party must first notify the other party in writing of the nature of the purported breach and seek in good faith to resolve the dispute through negotiation. If the parties cannot resolve the dispute through negotiation, they may agree to a mutually acceptable method of non-binding alternative dispute resolution with a qualified third party acceptable to both parties. The parties shall each pay 50 percent of any costs for the services provided by such a third party as ' 37 such costs are incurred. Such costs shall not be included in8t���. ����� nfm dispute shall not excuse the parties from ance pursuant Study this Agreement. ARTICLBVI - MAINTENANCE OF RECORDS AND AUDIT A. Within 60 days of the effective date nf this /\orcno�oot, the(]ovcroonoo1and the Sponsor ub�ldevelop procedures �«kc io b k -nd documents, and other evidence pertaining to costs and expenses incurred pursuant to this Agreement. These procedures shall incorporate, and apply as appropriate, the standards for financial management systems set forth in the Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments at 32 C.F.R. Section 33.20. The Government and the Sponsor shall maintain such books, records, documents, and other evidence in accordance with these procedures and for a minimum of three years after the period of design and resolution of all relevant claims arising therefrom. To the extent permitted under applicable Federal laws and regulations, the Government and the Sponsor shall each allow the other to inspect such books, documents, records, and other evidence. B. In accordance with 31 U.S.C. Section 7503, the Government m conduct audits in addition to any audit that the Sponsor is re uired to conduct under the Single Audit Act. Any such Government audits shall be conducted in accordance with Government Auditing Standards and the cost principles in OMB Circular No. A-87 and other applicable cost principles and regulations. The costs of Government audits shall be included in total Study Costs and cost shared in accordance with the provisions of this Agreement. ARTICLE VII - RELATIONSHIP OF PARTIES The Government and the Sponsor act in independent capacities in the performance of their respective rights and obligations under this Agreement, and neither is to be considered the officer, agent, or employee of the other. ARTICLE VIII - OFFICIALS NOT TO BENEFIT No member of or delegate to the Congress, nor any resident commissioner, shall be admitted to any share or part of this Agreement, or to any benefit that may arise therefrom. ARTICLE IX- FEDERAL AND STATE LAWS In the exercise of the Sponsor's rights and obligations under this Agreement, the Sponsor a to comply with all applicable Federal and State laws and regulations, including Section 601 of Title VI of th Civil Rights Act of l964 (Public Law 88-352) and Department of Defense Directive 5500.11 issued pursuant thereto and published iu32C.F.BL. Part 195, as well as Army Regulations 600-7, entitled "Nondiscrimination on the Basis of Handicap in Programs and Activities Assisted or Conducted by the Department of the Army." ARTICLE X - TERMINATION OR SUSPENSION A. This Agreement shall terminate at the conclusion of the Study Period, and neither the Government nor the Sponsor shall have any further obligations hereunder, except as / 39 provided in Article III.C.; provided,that prior to such time and upon 30 days written notice, either party may terminate or suspend this Agreement. In addition,the Government shall terminate this Agreement immediately upon the failure of the parties to extend the study under Article II.D. of the Agreement, or upon failure of the Sponsor to fulfill its obligation under Article HI. of this Agreement. In the event that either party elects to terminate this Agreement, both parties shall conclude their activities relating to the Study and proceed to a final accounting in accordance with Article III.C. of this Agreement. Upon termination of this Agreement, all data and information generated as part of the Study shall be made available to both parties. B. Any termination of this Agreement shall not relieve the parties of liability for any obligations previously incurred, including the costs of closing out or transferring any existing contracts. ARTICLE XI—LIMITATION ON GOVNERNMENT EXPENDITURE In accordance with Section 22 of WRDA 1974, as amended, Government financial participation in the cooperative preparation of comprehensive plans for development, utilization, and conservation of water and related resources pursuant to said authority shall be limited to the expenditure of not more than $2,000,000 in any one year in any one State. IN WITNESS WHEREOF, the parties hereto shall have executed this Agreement upon the date it is signed by both the parties. It shall become effective pursuant to the provisions of Article II. G. of the Agreement. CITY • SEWARD, ALAS le/ obs.4 oF Ss.c ........... B . Al - _de DATE: /0-- "ORP 0/4%.-7,pe• J. s Hunt "" sto Manager , • . tti4' "• SEAL I 1°ar ,1ct eY DEPARTMENT OF THE ARMY OF PIt ...... BY: DATE: Christopher D. Lestochi Colonel, Corps of Engineers District Engineer Alaska District Attachment- Scope of Work, Budget Estimate I L4.0 Lowell Creek Flood Diversion PAS Scope October 2013 Lowell Creek Flood Diversion Section 22 Study Scope Lowell Creek Periodic Safety Inspection No. 3 SEWARD, ALASKA 1. Project Purpose Lowell Creek flood diversion project and its appurtenant structures divert stream flow through Bear Mountain and into Resurrection Bay south of the City of Seward. From time to time, certain operation and routine maintenance of the Lowell Creek Project was conducted by the City of Seward. The Water Resources Development Act (WRDA) of 2007 gave the US Army Corps of Engineers long term maintenance responsibility for the Lowell Creek Tunnel for 15 years. The tunnel is inspected annually by the Alaska District under the operations and maintenance program and is not included in this scope of work. This Periodic Inspection will follow the procedures outlined in ER 1110-2-1156. In addition, as a courtesy, the inspection will meet the State of Alaska Requirements for a Periodic Safety Inspection (PSI). A PSI is mandated by 11 AAC 93.159, and is required to be conducted at three year intervals for Class I and II dams, and at five year intervals for Class III dams. The only previous Periodic Inspections were conducted by the Corps in November 1978 and in October 2010. The City of Seward has requested Corps assistance (Reference City of Seward letter dated June 20, 2013) to conduct a Periodic Safety Inspection of the Lowell Creek Diversion Levee (Dam). The State of Alaska considers Lowell Creek Dam a Class I (high) hazard potential dam as defined by 11 AAC 93.157 with a Alaska Inventory of Dams (NID) identification number of AK00060. The inspection will assist in managing the Lowell Creek drainage as a whole, since the diversion structure is integral in diverting Lowell Creek into the tunnel. Information gathered from this inspection will be used in further studies. 2. Location and General Description The flood diversion project is located on Lowell Creek approximately one-tenth of a mile west of the Seward, Alaska city limits. The general project location is shown in Figure 1 and project features are shown on Figure 2. The Lowell Creek flood diversion does not routinely impound water. Several hundred homes, businesses and a hospital are situated immediately down gradient and within a half-mile of the flood Diversion project. 3. Inspection Engineer Qualifications The inspection will be conducted by or under the direction of Licensed Professional Civil Engineers with expertise in Geotechnical Engineering, Hydraulic Engineering, or Structural Engineering. The Alaska District Dam Safety Officer will approve the Periodic Inspection Report. 4. Scope of PSI The scope of the PSI will include the items outlined in ER 1110-2-1156. In addition to the ER, the inspection will also meet the requirements as described in the Guidelines for Cooperation with the Alaska Dam Safety Program (ADSP), June 2005. Lowell Creek Flood Diversion PAS Scope October 2013 • Complete the Hazard Classification and Jurisdictional Review Form. 4.1 Inspection Plan: The inspection will provide the examination and operation of,but not be limited to, the following features and conditions: • Structures including roadways, training walls, and the diversion intake and outlet. • Structural features. • Concrete surfaces. • Structural cracking and deterioration of material. • Joints and joint ozo1eriols, including relative movement at joints between structures or portions of structures. • Water passages. • Embankments including foundation drains,joint drains, face drains. • Embankment cracks, bulging, and sliding; condition of abutment and embankment junctions; and vertical and horizontal alignment of the embankment or structure crest, slope, or toe area. • Unusual movement or cracking at or beyond the embankment or slope toe. • Seepage through or under embankment or abutment slopes. • Sloughing, sinkholes, or erosion of embankment or abutment slopes. • Condition of riprap, armor or other slope protection. • Scour protection stone and below water surface erosion control features. • Seepage, depressions, sinkholes, and soft, marshy areas downstream of the diversion structure. • Trailrace area for muddy flows. • Spillways, spillway buckets and stilling basins and outlet channels including submerged features as necessary. • Conditions of instrumentation, and most recent measurements prior to inspection. • Reservoir rim conditions—areas impacting the operation or stability of the flood diversion structure. 4.2 Checklist: A detailed site specific checklist of the elements relative to the structural stability and operational adequacy of the p 'ectvvi{/be provided. • Complete the Alaska Dam Safety Program (ADSP) Visual Inspection Checklist. Any anomalies should be noted on the checklist and discussed in the PSI report. Hi Lowell Creek Flood Diversion PAS Scope October 2013 4.3 Photographs: Collect and include high resolution key photographs in the PSI report with identifying captions. In addition to photographs, video may be used for use in monitoring areas of concern. 4.4 Deteriorated Concrete Structures: If significant deterioration is found, recommendations for remediation will be included in the PSI report. Guidance on repair of concrete is given in EM 1110-2-2002. 4.5 Riprap: The quantity, size and location of riprap, sand, gravel, clay, sand bags, geotextiles, and other related materials and available equipment required to place these materials under any weather conditions will be reported. Material sources with unsatisfactory performance records will be identified, reported and removed from further use. 4.6 Historical Review: • Review any available historical information to include, but not limited to: previous PSI reports, hydrological and stability evaluations, design and construction reports, and certificates of approval for construction and operation. • Determine if the design is contemporary, design assumptions are valid, and construction occurred according to the design. • Determine whether compliance occurred for previous recommendations for maintenance, inspections, or repairs. • Review routine inspection records, monitoring data, and surveys; provide discussion, summary tables, and charts of any data analysis; and include raw data in appendices, as appropriate. • Review the O&M manual for currency and relevancy to the flood diversion project, including any and all available records for compliance with routine and special monitoring or maintenance requirements of the manual. Complete the Project Data Sheet. 4.7 Conclusions and Recommendations: • List and discuss the critical performance parameters associated with the flood diversion, including hydrology and hydraulics, geology and geotechnical considerations, seepage, static and seismic stability, and other performance parameters such as deferred maintenance or deterioration. • List specific conclusions about the condition and safety status of the flood diversion structure, pertinent observations, and professional opinions, with appropriate references to methodologies, calculations, publications, textbooks, or other information used to justify and opinions. / --— Lowell Creek Flood Diversion PAS Scope October 2013 • List specific recommendations for additional studies, analyses, inspections, monitoring,maintenance, or repairs, if required for any potential problems that are identified. • Certify the PSI report with the signature and seal of the engineer conducting the inspection. Figure 1: Lowell Creek Project Area Location Map Bevan Hbor 11. ' • 4 = 4 • • . - f • \ \ - „„,-•"V\ Loweil Creek Project Area \ Lowell Creek Flood Diversion PAS Scope October 2013 Figure 2. Project Location and Project Features 1 ; , . 1 1 H I . 1 ' 1 : 1 ,.. .s J ti 0'ti) Dam&Spillway Fr r- City of Seward Lu --1--, ri ', ' ' 111,,, t; ) ) ) / / '''''' \' 1 ,.., 1 j .Liil. • °./,. " Inn 7 '711'i ::::'' 0,-"„, / / ,/,---- /•I . t ',,', 1 i I 11,-- •"'-'"/ // - 0,,' '; i 'i -.-/ - /,. i/1 7' „--fr- ,' Tunnel 1 , i , i li /__________ , / / i ,."4 x / IL” ,_..._ „.. . .; / i / / 1 ;' 't, ' ;P( i , '------— Outfall r \ / ,/ "_______— / 4 / / -- - ee , i i I ;If I 7 'lb ' i , t- 1 \ - ', !Si - 1 ;. ..., 5. Budget Pre inspection preparation-$10,000 Field inspection= $15,000 Report write up - $25,000 Total is $50,000 1 1-1 5 Lowell Creek Flood Diversion PAS Scope October 2013 6. Schedule Pre Inspection Preparation 1 Nov 2013 Field Inspection 15 Nov 2013 Report Write up 15 Jan 2014 I (C • CERTIFICATION OF LEGAL REVIEW I have reviewed the Planning Assistance to States Agreement for the Lowell Creek Flood Diversion Section 22 Study with the City of Seward. It has no deviations from the model . agreement and is legally sufficient. • l'Sept 2013 MICHAEL GILBERT District Counsel U.S.Army Corps of Engineers,AK District • • • • • • • • � �t 1 • r%r 0 DEPARTMENT OF THE ARMY 7:_. , _,, :7. PACIFIC OCEAN DIVISION,U.S.ARMY CORPS OF ENGINEERS \`.1 - ` .h` FORT SHAFTER,HAWAII 98858-5440 _ %.��_ 7�.& REPI.Y TO "rrsosj� ATTENTION OF CEPOD-PDC MEMORANDUM FOR COMMANDER,ALASKA DISTRICT, ATTN: CEPOA-PM-CW/TINA MCMASTER-GOERING SUBJECT: Planning Assistance to States(PAS)Agreement—Lowell Creek Flood Diversion Section 22 Study, Seward,Alaska (AMSCO 014808) 1. Reference CEPOA-PM Memorandum,received September 20,2013, SAB(Enclosure). 2. The Pacific Ocean Division approves the PAS Agreement for the Lowell Creek Flood Diversion Section 22 Study. POA is authorized to execute the PAS Agreement. 3. Upon execution of the PAS Agreement,please provide a copy of the signed agreement to POD for our records. 4. The point of contact for this action is Tim Young,POD PAS Program Manager, CEPOD- PDC,(808) 835-4627. FOR THE COMMANDER: 1 rit3 k Enclosure l: E M.BAN, SES,P.E Dir=!or of Programs I `-I- S SF 4 SKP AGENDA STATEMENT Meeting Date: November 12, 2013 From: Johanna Kinney, City Clerk Agenda Item: Non-objection to the Renewal of Liquor License # 4215 for Peking Restaurant BACKGROUND & JUSTIFICATION: The City Council has an opportunity to object to the renewal of Restaurant/Eating Place — Public Convenience Liquor License # 4215 for Peking Restaurant. The City of Seward Police Department, Fire Department, Utilities Department and the Kenai Peninsula Borough Finance Department have no objections to the liquor license renewal for these businesses. FISCAL NOTE: In the event the City of Seward chooses to file a protest for the above liquor license renewals, then under Alaska Statutes the City of Seward will be required to assist in, or undertake the defense of its protest. RECOMMENDATION: Non-objection to the renewal of Restaurant/Eating Place — Public Convenience Liquor License # 4215 for Peking Restaurant. H9 . r of self, _ P MEMORANDUM Date: October 22, 2013 To: Michelle Endresen Finance/Leases Kari Atwood Finance/Public Utilities Chief Tom Clemons Police Department Chief Eddie Athey Fire Department From: Brenda Ballou, Deputy City Clerk kedt RE: Verifying Compliance For Renewal Of Liquor License The following business has applied for a renewal of their liquor license. Please review for compliance with all utilities, lease payments and assessments. Thank you. Name of Business: Peking Restaurant Type of License: Restaurant/Eating Place—Public Convenience License Number: 4215 Department Status Initials Finance/Leases OA 6A? Finance/Utilities Uk " Police Chief O (L Ar-------- Fire Chief tiol'- # 1 50 KENAI PENINSULA BOROUGH 144 North Binkley Street • Soldotna,Alaska 99669-7520 PHONE: (907)714-2160 • FAX: (907)714-2388 Toll-free within the Borough: 1-800-478-4441 Ext. 2160 Email: assemblyclerk @borough.kenai.ak.us JOHNI BLANKENSHIP, MMC BOROUGH CLERK October 22, 2013 Ms. Christine Lambert Records & Licensing Supervisor Alcoholic Beverage Control Board 2400 Viking Drive Anchorage,AK 99501-1768 RE: Non-Objection of License Renewal Business Name Peking Restaurant License Type • Restaurant Eating Place—Public Convenience License Location • City of Seward License No. • 4215 Dear Ms. Lambert, This serves to advise that the Finance Department has reviewed the above referenced application and has no objection to the renewal of this license. Should you have any questions, or need additional information, please do not hesitate to contact our office. Sincerely, Johni Blankenship, MMC Borough Clerk JB/klr cc: Applicant City of Seward KPB Finance Department File 51 �.� OF,ryF .I'HE STATE Department of C..oninlerce. Community. /y a; and Economic Development ALASKA „„A,,,, Loros GovFRNoR SEAN PA I; ALA5' ui 90 1( L:'%07.165.. 4:'.7 October 10, 2013 RE: Liquor License Renewal Notice Attn: I-Iomer City Clerk Kachemak City Clerk Kenai City Clerk Seward City Clerk Soldotna City Clerk Kenai Peninsula Borough Clerk HOMER `Type: Beverage Dispensary Lie #: 1002 DBA Namne: Salty Dawg Saloon Premise Address: 4380 I Iomer Spit Road Owner: Sdawg Inc. Mailing Address: PO Box 2581, I-lonner,AK 99603 Type: Restaurant Eating Place Lie #: 3210 DBA Name: Cafe Cups Premise Address: 162 W Pioneer Ave. Owner: Bivalves .Inc. Mailing Address: 162 W Pioneer Ave.,Homer, AK 99603 KACHEMAK "Type: Beverage Dispensary - Duplicate L.ic #: 4813 DBA .Name: Wasabi's Fusion Premise ,Address: 59217 East I.I:nd .Road Owner: Flying Fish I.1,C Mailing Address: 59217 last End Road, Homer.,AK 99603 Type: Winery Lie #: 4374 DBA Name: Bear Creek Winery Premise Address: 60203 Bear Creek Road Owner: Bear Creek Winery 1.1,C Mailing Address: 60203 Bear Creek Drive, Homer,AK 99603 Renewal Notice 10-10-13 Page 1 • Type: Restaurant Eating Place — Public Convenience �� L is #: 4215 A DL3A Name: Peking Restaurant Premise Address: 338 Fourth Ave. Owner: live Suk Min Mailing Address: PO Box 2305, Seward, AK 99664 SOLDOTNA "Type: Brewpub Lie 4.: 4769 DBA Name: St. Elias Brewing Company Premise Address: 434 Sharkathrni Ave. Owner: St. Elias Brewing Company Mailing Address: PO Box 1141, Soldotna, AK 99669 Type: Package Store Lie #: 4376 DBA Name: Fred Meyer#017 Premise Address: 43843 Sterling l:lwy. Owner: Fred Meyer Stores Inc. Mailing Address: PO Box 305103,Nashville,'1N 37230-5103 Type: Restaurant Eating Place Lic #: 418 DBA Name: Buckets Sports Grill Premise Address: 43960 Sterling FIwy. Owner: Buckets North Inc. Mailing Address: 226 Susieana Lane, Kenai,AK 99611 Type: Restaurant Eating Place—Public Convenience Lic k: 4183 DBA Name: Acapulco Restaurant Premise Address: 44758 Sterling I Iwy. Owner: Juan A. Rodriguez Mailing Address: 44758 Sterling I lwv., Ste. :\, Soldotna, AK 99669 If you have any questions or concerns regarding this information,please feel free to contact me. Sincerely, SHIRLEY A, COT' Director pp /s/ C d. .Sot Christine C. Lambert Licensing&Records Supervisor Ch i tme.lauibert!1i alaska.goy. ( 53 Renewal Notice 10-10-13 Page 4 e 4 of sestet qtr AGENDA STATEMENT Meeting Date: November 12, 2013 From: Johanna Kinney, City Clerk Agenda Item: Non-objection to the Renewal of Liquor License # 2683 for Gateway Liquor& Food Mart BACKGROUND & JUSTIFICATION: The City Council has an opportunity to object to the renewal of Package Store Liquor License # 2683 for Gateway Liquor& Food Mart. The City of Seward Police Department, Fire Department, Utilities Department and the Kenai Peninsula Borough Finance Department have no objections to the liquor license renewal for these businesses. FISCAL NOTE: In the event the City of Seward chooses to file a protest for the above liquor license renewals, then under Alaska Statutes the City of Seward will be required to assist in, or undertake the defense of its protest. RECOMMENDATION: Non-objection to the renewal of Package Store Liquor License # 2683 for Gateway Liquor & Food Mart. ( LI Of Sels,. 141111.61,4_, MEMORANDUM Date: October 24, 2013 To: Michelle Endresen Finance/Leases Kari Atwood Finance/Public Utilities Chief Tom Clemons Police Department Chief Eddie Athey Fire Department From: Brenda Ballou, Deputy City Clerk 191: p RE: Verifying Compliance For Renewal Of Liquor License The following business has applied for a renewal of their liquor license. Please review for compliance with all utilities, lease payments and assessments. Thank you. Name of Business: Gateway Liquor& Food Mart Type of License: Package Store License Number: 2683 Department Status Initials Finance/Leases Finance/Utilities Police Chief 0 lez Fire Chief 10X-- KENAI PENINSULA BOROUGH 1 1 144 North Binkley Street • Soldotna, Alaska 99669-7520 PHONE: (907)714-2160 • FAX: (907)714-2388 Toll-free within the Borough: 1-800-478-4441 Ext. 2160 Email: assemblyclerk @borough.kenai.ak.us JOHNI BLANKENSHIP, MMC BOROUGH CLERK October 23, 2013 Ms. Christine Lambert Records& Licensing Supervisor Alcoholic Beverage Control Board 2400 Viking Drive Anchorage,AK 99501-1768 RE: Non-Objection of License Renewal Business Name Gateway Liquor& Food Mart License Type • Package Store License Location • City of Seward License No. 2683 Dear Ms. Lambert, This serves to advise that the Finance Department has reviewed the above referenced application and has no objection to the renewal of this license. Should you have any questions, or need additional information, please do not hesitate to contact our office. Sincerely, • • Johni Blankenship, MMC Borough Clerk JB/klr cc: Applicant City of Seward KPB Finance Department File 1 5 ( OF Ty ' A T A fi A Department 01 Commerce,ct, ( �« r �I t ,w \/7/ 1F STATE �, _s' anti Economic L)tr tlf )ineat-s o�, � � f 1J1 1V . L 1 L('t!I I(}I.IC {S1_b'I.I!°,(il:(`t iP �` aiii �,���`":.�A(> fit .,°, p<1! `; �.f.l. .. Si A, October 10, 2013 RE: Liquor License Renewal Notice ;1rtn: I Miner City Clerk Kachemak Cite Clerk Kenai City Clerk Seward City Clerk Soldotna Cite Clerk Kenai Peninsula Borough Clerk HOMER Type: Beverage Dispensary Lie #: 1002 DBA Name: Salty Dawg Saloon Premise Address: 4380 1-homer Spit Road Owner: Sdawg Inc. Mailing Address: PO Box 2581, Homer,AK 99603 Type: Restaurant Eating Place Lic #: 3210 DBA Name: Cafe Cups Premise Address: 162 W Pioneer Ave. Owner: Bivalves .Inc. Mailing Address: 162 W Pioneer Ave.,Homer, AK 99603 KACHEMAK Type: Beverage Dispensary - Duplicate Lie #: 4813 DBA Name: Wasabi's Fusion Premise Address: 59217 East End Road Owner: Flying Fish.1 L.0 Mailing Address: 59217 last l'':nd Road, Limner, AK 99603 Type: Winery Lie #: 4374 DBA Name: Bear Creek Winery Premise Address: 60203 Bear Creek Road Owner: Bear Creek Winery 1.1.0 Mailing Address: 60203 Bear Creek Drive, I lomer,AK 99603 1 r1 Renewal Notice 10-10-13 Page I Package Store Lie #: 408 DBA Name: 4 Lands Bar& l,icluor Premise Address: 54728 Industrial Ave. Owner: Bar R & R Corp Mailing Address: PO Box 8583, Nikiski,AK 99635 Type: Package Store #: 3520 DBA Name: Fritz Creek General Store Premise Address: Mile 8.2 Fast End Road Owner: Scalevel Inc. Mailing Address: PO Box 15374,Fritz Creek,AK 99603-6374 Type: Restaurant Hating Place Lic #: 3989 DBA Name: Freddie's Roadhouse Inc. Premise. Address: 5245 Arneson Avenue ()caner: I:reddie's Roadhouse Inc. Mailing Address: PO Box 1360, Kenai, AK 99611 SEWARD "1'ype: Beverage Dispensary #: 1130 DBA Name: 'Thorn's Showcase Lounge Premise Address: 208 Fourth Ave. Owner: Thorn's Showcase I.ounge Mailing Address: PO Box 1261, Seward, AK 99664 Type: Brcwpub Lic #: 5123 DBA Name: Seward Brewing Co. Premise Address: 139 Fourth Ave. Owner: Gene Minden Mailing Address: PO Box 2753, Seward, AK 99664 Type: Package Store _ l..ic #: 2683 DBA Name: Gatewav Liquor& Food ,Mart 1 1 Premise Address: 1400 B Third Avenue Owner: I Iarbor Gateway Inc. I-ess: PC) Box 944,Seward,AK 99664 I'vpc: Restaurant Eating Place—Public Convenience Lic #: 5152 DBA Name: Seward Brewing Co. Premise Address: 139 fourth Ave. Owner: Gene Minden Mailing Address: PO Box 2753, Seward,AK 99664 Renewal Notice 10-10-13 Page 3 r 40 SF O t 1 AGENDA STATEMENT Meeting Date: November 12, 2013 From: Johanna Kinney, City Clerk Agenda Item: Non-objection to the Renewal of Liquor License # 5152 for Seward Brewing Co. BACKGROUND & JUSTIFICATION: The City Council has an opportunity to object to the renewal of Restaurant/Eating Place —Public Convenience Liquor License # 5152 for Seward Brewing Co. The City of Seward Police Department, Fire Department, Utilities Department and the Kenai Peninsula Borough Finance Department have no objections to the liquor license renewal for these businesses. FISCAL NOTE: In the event the City of Seward chooses to file a protest for the above liquor license renewals, then under Alaska Statutes the City of Seward will be required to assist in, or undertake the defense of its protest. RECOMMENDATION: Non-objection to the renewal of Restaurant/Eating Place — Public Convenience Liquor License #5152 for Seward Brewing Co. i56 r y of sett. .� .1 Itas",. MEMORANDUM Date: October 24, 2013 To: Michelle Endresen Finance/Leases Kari Atwood Finance/Public Utilities Chief Tom Clemons Police Department Chief Eddie Athey Fire Department From: Brenda Ballou, Deputy City Clerk RE: Verifying Compliance For Renewal Of Liquor License The following business has applied for a renewal of their liquor license. Please review for compliance with all utilities, lease payments and assessments. Thank you. Name of Business: Seward Brewing Co. Type of License: Restaurant/Eating Place—Public Convenience License Number: 5152 Department Status Initials Finance/Leases NVec Finance/Utilities 02- Police Chief j K Fire Chief 0e" I (0 KENAI PENINSULA BOROUGH 1=J 144 North Binkley Street • Soldotna,Alaska 99669-7520 PHONE: (907)714-2160 • FAX: (907)714-2388 Toll-free within the Borough: 1-800-478-4441 Ext. 2160 Email: assembiyclerk @borough.kenai.ak.us JOHN! BLANKENSHIP, MMC BOROUGH CLERK October 23, 2013 Ms. Christine Lambert Records& Licensing Supervisor Alcoholic Beverage Control Board 2400 Viking Drive Anchorage,AK 99501-1768 RE: Non-Objection of License Renewal Business Name Seward Brewing Company License Type • Restaurant Eating Place—Public Convenience License Location City of Seward License No. • 5152 Dear Ms. Lambert, This serves to advise that the Finance Department has reviewed the above referenced application and has no objection to the renewal of this license. Should you have any questions, or need additional information, please do not hesitate to contact our office. Sincerely, Johni Blankenship, MMC Borough Clerk JB/klr cc: Applicant City of Seward KPB Finance Department File ( c1 �, OF 7`h Department of Commerce, Community. and Economic Development 0 GAl l i ( ')11c i IC N.\ ! It Dili t t ,ti I:UL Ist ,AI:I: '`�j �`---y kl() 1'.:\ilt X43 ,\ `' i;i'^^ 3': I' H ., ALA64`A nl . t'•. .. October 10, 2013 RE: Liquor License Renewal Notice Attn: homer City Clerk Kacheniak City Clerk Kenai City Clerk Seward City Clerk Soldotna City Clerk Kenai Peninsula Borough Clerk HOMER Type: Beverage Dispensary Lic #: 1002 DBA Name: Salty Dawg Saloon Premise Address: 4380 Homer Spit Road Owner: Sdawg Inc. Mailing Address: PO Box 2581, T Tomer,AK 99603 Type: Restaurant lacing Place I.ic #: 3210 DBA Name: Café Cups Premise Address: 162 W Pioneer Ave. Owner: Bivalves .Inc. Mailing Address: 162 W Pioneer Ave., Homer, AK 99603 KACHEMAK Type: Beverage Dispensary - Duplicate I..ic #: 4813 DBA Name: Wasabi's Fusion Premise Address: 59217 East End Road Owner: Flying Fish 1.LC Mailing Address: 59217 East End Road, Homer,AK 99603 Type: Winery Lie #: 4374 DB.\ Name: Bear Creek Winery Premise Address: 60203 Bear Creek Road Owner: Bear Creek Winery IA.0 Mailing Address: 60203 Bear Creek Drive, Homer,AK 99603 (02 Renewal Notice 10-10-13 Page 1 Type: Package Store Lie #: 408 DB.\ Naive: 4 Lands Bar&l dquor Premise Address: 54728 Industrial Ave. Owner: Bar R & R Corp Mailing Address: PO Box 8583,Nikiski,AK 99635 Type: Package Store I.ic #: 3520 DBA Name: Fritz Creek General Store Premise Address: Mile 8.2 Fast End Road Owner: Sealevel Inc. Mailing Address: PO Box 15374,Fritz Creek,AK 99603-6374 Type: Restaurant Eating Place lie #: 3989 DBA Name: Freddie's Roadhouse Inc. Premise Address: 5245 Arneson Avenue Owner: Freddie's Roadhouse Inc. Mailing Address: PO Box 1360, Kenai, r\1< 99611 SE WARD Type: Beverage Dispensary I.ic #: 1 130 DBA Name: 'T'horn's Showcase Lounge Premise Address: 208 Fourth Ave. Owner: Thorn's Showcase Lounge LI,C Mailing Address: P(.) Box 1261, Seward, AK 99664 Type: Brewpub Lie #: 5123 DBA Name: Seward Brewing Co. Premise Address: 139 Fourth Ave. Owner: Gene 1\iTinden Mailing Address: PO Box 2753, Seward, AK 99664 Type: Package Store Lie #: 2683 DBA Name: Gateway 1.iquo.r& Food Mart Premise Address: 1400 B Third Avenue Owner: I larbor Gateway Inc. Mailing Address.-- ---1 fi i3 3 174-4,Sewarc, , c > Type: Restaurant Eating Place—Public Convenience Lic #: 5152 DB_\ Name: Seward Brewing Co. Premise Address: 139 Fourth Ave. Owner: Gene Minden Mailing Address: PO Box 2753, Seward,AK 99664 OPP Renewal Notice 10-10-13 Page 3 AGENDA STATEMENT Meeting Date: November 12, 2013 From: Johanna Kinney, City Clerk Agenda Item: Non-objection to the Renewal of Liquor License # 5123 for Seward Brewing Co. BACKGROUND & JUSTIFICATION: The City Council has an opportunity to object to the renewal of Brewpub Liquor License #5123 for Seward Brewing Co. The City of Seward Police Department, Fire Department, Utilities Department and the Kenai Peninsula Borough Finance Department have no objections to the liquor license renewal for these businesses. FISCAL NOTE: In the event the City of Seward chooses to file a protest for the above liquor license renewals, then under Alaska Statutes the City of Seward will be required to assist in, or undertake the defense of its protest. RECOMMENDATION: Non-objection to the renewal of Brewpub Liquor License #5123 for Seward Brewing Co. I 'yOf Sfs, ASV" MEMORANDUM Date: October 24, 2013 To: Michelle Endresen Finance/Leases Kari Atwood Finance/Public Utilities Chief Tom Clemons Police Department Chief Eddie Athey Fire Department From: Brenda Ballou, Deputy City Clerk RE: Verifying Compliance For Renewal Of Liquor License The following business has applied for a renewal of their liquor license. Please review for compliance with all utilities, lease payments and assessments. Thank you. Name of Business: Seward Brewing Co. Type of License: Brewpub License Number: 5123 Department Status Initials Finance/Leases 1V I A Finance/Utilities d Police Chief Cr- Fire Fire Chief 8�r o i3 %. KENAI PENINSULA BOROUGH 144 North Binkley Street • Soldotna,Alaska 99669-7520 PHONE: (907)714-2160 • FAX: (907)714-2388 Toll-free within the Borough: 1-800-478-4441 Ext. 2160 Email: assemblyclerk @borough.kenai.ak.us JOHNI BLANKENSHIP, MMC BOROUGH CLERK October 23, 2013 Ms. Christine Lambert Records& Licensing Supervisor Alcoholic Beverage Control Board 2400 Viking Drive Anchorage,AK 99501-1768 RE: Non-Objection of License Renewal Business Name Seward Brewing Company License Type ▪ Brewpub License Location • City of Seward License No. ▪ 5123 Dear Ms. Lambert, This serves to advise that the Finance Department has reviewed the above referenced application and has no objection to the renewal of this license. Should you have any questions, or need additional information, please do not hesitate to contact our office. Sincerely, 4--lc-e-cAl- Johni Blankenship, MMC Borough Clerk JB/klr 4, cc: Applicant City of Seward KPB Finance Department File (6' -: ` OF rye I : '" ' ' O. � i % HI AID� �� \ , ; Department of Commerce, ( o artnty. —'-, A.T 1ev Al: (!1 !,}I (Cl1:` i tAtil t ()N,(1;( 1 1“).,\I;1)s ,tr , _ R i \ S�s\i.i E? �t \ `y s R i. t .3.:,. ( I l �ALAO°. ■;iii .`l October 10, 2013 Rl?: Liquor License Renewal Notice Attn: I Iomer City Clerk Kachernak City Clerk Kenai City Clerk Seward City Clerk Soldotna City Clerk Kenai Peninsula Borough Clerk HOMER Type: Beverage Dispensary Lic #: 1002 DBA Name: Salty Dawg Saloon Premise Address: 4380 1 lomer Spit Road Owner: Sdawg Inc. Mailing Address: PO Box 2581, I lomer,AK 99603 Type: Restaurant Hating Place I,ic #: 3210 DBA Name: Cafe Cups Premise Address: 162 W Pioneer Ave. Owner: Bivalves Inc. Mailing Address: 162 W Pioneer Ave.,Homer,AK 99603 KACHEMAK Type: Beverage Dispensary- Duplicate Lic #: 4813 DBA Name: Wasabi's fusion Premise Address: 59217 East l..nd Road Owner: Flying Fish 1.11; Mailing Address: 59217 East I,nd Road, Homer, AK 99603 Type: Winery Lic #: 4374 DB,\ Name: Bear Creek Winery Premise Address: 60203 Bear Creek Road Owner: Bear Creek Winery 1.1,C Mailing Address: 60203 Bear Creek Drive, Homer, AK 99603 ( 7 , . Renewal Notice 10-10-13 Page 1 Type: Package Store Lic #: 408 DBA Name: 4 Lands Bar&Liquor Premise Address: 54728 Industrial Ave. Owner: Bar R & R Corp Mailing Address: PO Box 8583,Nikiski,AK 99635 'type: Package Store Lic #: 3520 DBA Name: Fritz Creek General Store Premise Address: Mile 8.2 Fast End Road Owner: Scalevel Inc. Mailing Address: PO Box 15374, Fritz Creek,AK 996(13-6374 Type: Restaurant Eating Place Lic #: 3989 11311 Name: Freddie's Roadhouse Inc. Premise Address: 5245 Arneson Avenue Owner: Freddie's Roadhouse Inc. Mailing Address: PO Box 1360, Kenai, AK 99611 SE WARD Type: Beverage Dispensary Lic #: 1130 DBA Name: 't'horn's Showcase Lounge Premise Address: 208 Fourth Ave. Owner: Thorn's Showcase Lounge I,LC "`� PO Box 1261, Seward, A • 4 Type: Brewpub Lic #: 5123 DBA Name: Seward Brewing Co. 400- -414 Premise Address: 139 Fourth Ave. Owner: Gene Minden Mailing Address: PO Box 2753, Seward, AK 99664 Type: Package Store Lie #: 2683 DBA Name: Gateway Liquor& Food Mart Premise Address: 1400 B'Third Avenue Owner: I(arbor Gateway inc. Mailing Address: PO Box 944,Seward, AK 99664 1'vpe: Restaurant Taring Place—Public Convenience Lic #: 5152 DBA Name: Seward Brewing Co. Premise Address: 139 Fourth Ave. Owner: Gene Minden Mailing Address: PO Box 2753, Seward,AK 99664 1 �g Renewal Notice 10-10-13 Page 3 Memorandum en 0c Stgse 1:4 Date: October 28, 2013 Postponed to November 12, 2013 41440-1" From: Johanna Kinney, City Clerk Subj: Annual organization of the council appointment of Kenai Peninsula Economic Development District Representative and direction to Boards and Commissions to give periodic reports to the council. It's that annual time of the year where the council must organize within 30 days after the regular city election and select members for our Board and Commission liaisons. Resolution 2005-071 was approved on August 5, 2005. This approved slight amendments to the Council Rules of Procedures by taking out the word "shall" and replacing it with "may" to allow future councils the option to either appoint liaisons from council or to have individuals from each of those Boards and Commissions give periodic reports to the City Council at their regular meetings. The past few years,council has chosen to direct Boards and Commissions to give periodic reports to the City Council,although council certainly could appoint liaisons to the Boards and Commissions. Another action needing attention is the appointment of the Kenai Peninsula Economic Development District(KPEDD)City of Seward representative. Council Member Rissie Casagranda has been the representative serving on the Board of Directors, with a term that expires December 31, 2013. ********************************************************************************* • Recommend after discussion,the Mayor appoint a liaison with the Boards and Commissions or request periodic reports be given to the City Council, and • Recommend after discussion, the Mayor appoint a city representative to the KPEDD beginning January 1,2014. If the council wishes to have council liaisons to the Boards and Commissions, this person will automatically be the PACAB liaison. I Agenda Statement Meeting Date: November 12, 2013 of sett,. From: City Clerk Johanna Kinney •`'•• `� Agenda Item: Appoint New Member for Vacant Council Seat BACKGROUND & JUSTIFICATION: A council vacancy has arisen with the recent election of Jean Bardarson as Mayor of Seward,leaving her former council seat vacant. The term of office will be until the next municipal election of October, 2014. The notice of vacancy was posted in three places,and emailed to the city calendar list which includes the Seward City News,the Seward Journal and the Seward Phoenix Log. It was also published in the Seward Phoenix Log under the"City Calendar"section on October 24 and 31,2013. Declaration of candidacy forms,letters of interest and city financial disclosure statement forms were solicited with letters of interest and declarations being attached for your review. Four people picked up applications,with all four turning them back in. Those candidates requesting appointment are: Robert Thomas, Dale Butts,John French, and Tim McDonald. Chapter 2,Section 2 of the Charter states,the person who fills this vacancy must be an elector of the city,and shall have resided in the city continuously for a period of not less than one year immediately preceding the date of filing. A declaration of candidacy was signed and notarized by each candidate stating they met these qualifications. The council shall be the judge of the election and qualifications of its members. All four candidates were confirmed on the city voter register as residing within the city limits. For filling vacancies, council is not limited to the applicants that filled out the paperwork. RECOMMENDATION: Council vote on signed ballots provided by the clerk,and after votes announced,council by motion and second,vote to appoint the candidate receiving the highest number of votes.Any candidate must receive at least 4 votes to be approved. I 10 CHARTER 2.13 Filling vacancies. (a) If a vacancy occurs in an elective office,other than a vacancy occurring from a recall: (1) If the vacancy occurs more than two weeks before the last time for filing for the offices to be filled at the next regular city election,the council shall fill the vacancy by appointment within thirty days,with the person appointed serving until the next time when terms of elective officers begin.If the unexpired term of the vacated office extends beyond the next time when terms of elective officers begin, the office shall be filled for the remainder of the unexpired term at the next regular city election. (2) If the vacancy occurs no more than two weeks before the last time for filing declarations of candidacy for offices to be filled at the next regular city election,the council shall not fill the vacancy until immediately after the council organizes following such regular city election,and the council then shall fill any such vacancy by appointment for the remainder of the unexpired term. (b) If a vacancy occurs in an appointive office,such vacancy shall be filled within ninety days thereafter in the manner provided for making the original appointment. Such time may be extended for not to exceed an additional ninety days by council resolution setting forth the reasons therefor. CITY CODE 2.10.050.Vacancy on council. (a) 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 shall have failed to attend meetings of the council for a period of ninety consecutive days,or shall have attended less than five of the meetings of the council during any continuous period of five months,the council may declare the office of such member vacant. (b) With the concurrence of two-thirds of its members, the council may expel one of its members for a conviction of a violation of AS 15.13 or a felony or misdemeanor described in AS 15.56 as a corrupt practice. The council shall consider that conviction during the first meeting following final determination of the conviction. (c) A vacancy on the council also is created by the resignation of a councilmember in writing approved by the council,the death of a councilmember,the removal of a councilmember from office by a court of competent jurisdiction,or a failure of a councilmember to qualify for office within ten days from the date of certification of the member's election. (d) If a vacancy occurs on the council,other than a vacancy occurring from a recall,the vacancy shall be filled as provided in section 2.13(a)of the Charter. (e) The council shall be the sole authority for determining the qualifications of its members. CITY COUNCIL RULES OF PROCEDURE FILLING COUNCIL VACANCIES RULE 37. 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. • I '7 ( Dale Butts Candidacy letter To whom it may concern, I arrived in Seward in the late 80s to join my parents here, since then I have met my wife, raised three daughters, and been part of a great community. I believe that I would make a great candidate for the vacancy in city council because I am not looking for anything else but to serve the community. As a commissioner on Planning and Zoning I have learned much about our community and enjoyed serving in local government. As president of AVTECTA, the local union for the teachers at AVTEC, I have shown my ability as a leader. In 1995 I helped create and coach, the high school football program where I really got to work with the future of our community. I have served on the Volunteer Fire Department for 24 years and have seen a lot of hardship and joy in Seward. My belief is that Seward should continue to be pro business and still maintain a great quality life for the people here. I am a good candidate because of my track record for service to the community and my willingness to honestly listen to the community. Thank you / CITY OF SEWARD, ALASKA DECLARATION OF CANDIDACY FOR VACANT COUNCIL MEMBER SEAT ' . This form must be"Ciirripleted in its entirety and filed with the City Clerk or candidacy will not be validated. Corrections must be initialed. ENE 5141_ INFORMATION RESIDENCY INFORMATION I, %6 ./ (i7V5- , am a qualified My current residence address is: voter, have been a resident and resided in the City of (O /0 Ovii ilue-4,tie Seward continuously for a period of not less than one year immediately preceding the date of filing, and now declare Seward, Alaska myself a candidate for the office of COUNCIL MEMBER- ONE YEAR TERM. My c ent mailing address is: . o, 46 77 3 CERTIFICATION I,the undersigned,solemnly swear and certify that the information in this Declaration of Candidacy is true and complete and that I meet the specific residency and citizenship requirements of this office. I also acknowledge that should I choose to withdraw my candidacy, a signed withdrawal of candidacy letter must be submitted to the City Clerk prior to the end of the candidate filing period (November 1, 2013). e-:. Subscribed and and sworn to before me this era, day of k i lt-, 0C-- , 2013. ' el May, *i ...........F46 Candidate's Signature ,4 600IlioneN. .... .....A 4., / \ =4 -":4" :* pay F : ....-- Home Phone NOTARY PUBLI :Nur i z. a • Work Phone My commission expires:1, 4-'6 c3,- I c- - (--.)v----) -15,,cp....):1?..UBNI414,w-..-foc,O1 To assist staff in verifying candidate/voter identification,please provide one or both of the following: (Notary Seal) with.. SSN- etdC0e-CI — Voter No '''"Inlifilit0 My City of Seward Public Official Financial Disclosure Statement is enclosed with this declaration. (initials) i _..) (MI a U I r73 Statement of Qualifications and Interest in serving on the Seward City Council Robert Thomas I am interested in volunteering to fill the unexpired City Council seat. I have previously served a term on the Seward City Council, so I have both the experience and the previous approval of the voters of the City of Seward to serve in this capacity. Additionally, I have attended the AML training in the past. Thank you for your consideration. 1 CITY OF SEWARD, ALASKA t s k DECLARATION OF CANDIDACY oi_ FOR VACANT COUNCIL MEMBER SEAT This form must be completed in its entirety and filed with the City Clerk or candidacy will not be validated. CorrectfonalTtirat De initiated. GENERAL INFORMATION RESIDENCY INFORMATION I, , ,e)j L, ,e. >7AP‘',7.19c-,)c' , am a qualified My current residence address is: voter, have been a resident and resided in the City of /$6 6 LA) Seward continuously for a period of not less than one year immediately preceding the date of filing, and now declare Seward, Alaska myself a candidate for the office of COUNCIL MEMBER- ONE YEAR TERM. My current mailing address 73_ CERTIFICATION / / U / 3_ CERTIFICATION I, the undersigned,solemnly swear and certify that the information in this Declaration of Candidacy is true and complete and that I meet the specific residency and citizenship requirements of this office. I also acknowledge that should I choose to withdraw my candidacy, a signed withdrawal of candidacy letter must be submitted to the City Clerk prior to the end of the candidate filing period (November 1, 2013). C( Subsc ibed and sworn to before me this y of j � da c , 2013. �1W11111//I1,, 4 � G�••R�Cy� s.ndidate's Signature O •. NO,[, Home Phone NOTARY P BLIC ARY; Work Phone y,) 7 )..)‘-1— 4/9 7 My commis ion expires: r PUBLIC ; aO,� cle• 'SM6,�� 1••.. To assist staff in verifying candidate/voter identification,please �j���•�F•A.0,01-�,� provide one or both of the following: .�� A (Notary Seal) ,�"4/11111111t SSN Voter No:—�'�"' C My City of Seward Public Official Financial Disclosure Statement is enclosed with this declaration. initials) I7 30 October 2013 L,(; { City Council Members City of Seward Re: Application for Vacant City Council Position This letter is my application for the Seat on the Seward City Council being vacated by Jean Bardarson upon her assentation to Mayor. The following are probably my most important qualifications. I have resided in Alaska since 1980. My current residence is 506 Fourth Ave., Seward, AK, where I have resided since moving to Seward in 1998. I serve as Vice-chair of the Seward Historic Preservation Commission. From 2003-13 I served as the City of Seward representative on the Prince William Sound Regional Citizens' Advisory Council. From 1998-2010 I represented the City of Seward on the Cook Inlet Aquaculture Association Board of Directors. I served on the Wellness for All Group. I have run unsuccessfully for the Seward City Council three times. I am a Founder Member of the Alaska SeaLife Center and have donated over 2,000 hours as a research, interpretation and rehabilitation volunteer. I have served as a volunteer and judge for the Seward Silver Salmon Derby. I am an active member of the American Chemical Society and the Society of Environmental Toxicology and Chemistry, and an emeritus member of Pacific Fisheries Technologists. By trade I am an environmental toxicologist. I have a bachelor's degree in chemistry from Oberlin College, and a doctoral degree in Biological Chemistry from the University of Michigan. I am a retired Professor from the University of Alaska School of Fisheries and Ocean Sciences. From 1990-95 I was the Director of the university's Fishery Industrial Technology Center. I have widely recognized expertise in biochemistry, toxicology, fisheries, seafood science & nutrition, and marine science. Recent publications have mostly been on the fate and effects of oil in the environment. I am Sole Proprietor of Pegasus Environmental Solutions—Alaska. With this company I primarily assist nonprofit and governmental entities in reviewing and commenting on environmental permits, and in assessing, managing, mitigating and communicating environmental risks. I am interested in serving on the Seward City Council at this time because I feel that my knowledge, skills, experience, and abilities may be valuable in addressing some of the more technical questions coming before Council recently. These include but aren't limited to, hot mix asphalt, coal burning, and the sewage lagoon. In general I can add factual material to any discussion dealing with public or environmental health and safety. Re ectfully Sub itt , John S. French / �r CITY OF SEWARD, ALASKA DECLARATION OF CANDIDACY - y. FOR VACANT COUNCIL MEMBER SEAT This form must be completed in its entirety and filed with the City Clerk or candidacy will not be validated. Corrections must be initialed. GENERAL INFORMATION RESIDENCY INFORMATION I, f L, S. he , c O ,, h , am a qualified My current residence address is: voter, have been a resident and resided in the City of o -i4 ! ,--e_ Seward continuously for a period of not less than one year immediately preceding the date of filing, and now declare Seward, Alaska myself a candidate for the office of COUNCIL MEMBER- ONE YEAR TERM. My current mailing address is: .S .„_ ,I 4k die CERTIFICATION I,the undersigned,solemnly swear and certify that the information in this Declaration of Candidacy is true and complete and that I meet the specific residency and citizenship requirements of this office. I also acknowledge that should I choose to withdraw my candidacy, a signed withdrawal of candidacy letter must be submitted to the City Clerk prior to the end of the candidate filing period (November 1, 2013). Sybscri e l and sworn to before me this L© day of CAD vor , 2013. C- didate's Signature A ,I d. !-iledir - &L Ly Home Phone TARY PUB R� A juU�/// Work Phone I y commissi n expires: Alto.,... 0� g ♦ Alto .1b c)° 1 4- �IIJ) *;•�1� %Neva To assist staff in verifying candidate/voter identification,please provide one or both of the following: (Notary Seal) I 1A1od '* — J i .�Q .: SSN _ Voter No Tech( d 7' �, C amMlItt My City of Seward Public Official Financial Disclosure Statement is enclosed with this declaration. / aIs Dear Ladies and gentlmen of the council and citizens of Seward, My name is Tim McDonald and I have been raised, graduated school and lived in Seward for most of my life. My hat has been in the ring for a council seat because I love Seward and wish to see responsible growth and development without losing our natural ambiance and outdoor appeal. Our potential is great and it must not be sidetracked by greed and shortsightedness. Many powerful outside interest are knocking at our door and we must stand together in welcoming them, helping new business get established and also ensuring that they also understand the nature of our home. Too many Mayors and council members have come and gone, back to the lower 48, having made their fortune and left or just left. That mindset is not fit to govern us for the long term and to preserve our way off life! We need commitment to Seward and her people, the land, the enviroment and our ecomomy, balanced together for a workable way of life. Not hit and run business that takes what they can and leaves us to clean up after them. Honesty in government is paramount, our Federal government is struggling to stay afloat because of overspending, graft and general corruption. Lets ensure we don,t go down the same path. I am commited to these goals and sustainable growth that contributes to Seward for the future. Our Port is one of the best in Alaska and is only going to get bigger, planning must not be with blinders on or commitment to special interest at all costs. Alaska has already gone thru the pain of corruption with the indictment of 11 sitting legislators in the last decade, must Seward also suffer this fate! Lets clean up our act, get our spending under control and spend efficiently for permanent infrastructure improvements. Please consider me for this empty council seat vacated by my opponent the mayor! Thank you! CITY OF SEWARD, ALASKA DECLARATION OF CANDIDACY FOR VACANT COUNCIL MEMBER SEAT This form must be completed in its entirety and filed with the City Clerk or candidacy will not be validated. Corrections must be initialed. GENERAL INAFORTI N RESIDENCY INFORMATION I, /14 e Pelva , am a qualified My current residence address is: voter, have been a resident and resided in the City of /14 t' /--e 2— Seward continuously for a period of not less than one year /4 immediately preceding the date of filing, and now declare Seward, Alaska myself a candidate for the office of COUNCIL MEMBER- ONE YEAR TERM. My current mailing address is: • - „„, gerX a r /1--A /fa CERTIFICATION I, the undersigned, solemnly swear and certify that the information in this Declaration of Candidacy is true and complete and that I meet the specific residency and citizenship requirements of this office. I also acknowledge that should I choose to withdraw my candidacy, a signed withdrawal of candidacy letter must be submitted to the City Clerk prior to the end of the candidate filing period (November 1, 2013). Sy,bscri d and sworn to before me this g1114 day of (AD , 2013. , Candidate's Signature 01111111104,,_ 4 C j 4k.,...,res RY PUBW ittAni,4eN Home Phone NO „itt:•'1,*;:del'i9>eit Work Phone 1AffIV co mis§ion 14-.PO r J farmaa § To assist staff in verifying candidate/voter identification,please t AtVLO.N provide one ,r both of the following: (Notary Seal)trA.7,-41b ssN--4-eciceed-c d— „ er No ,04 411011111% My City of Seward Public Official Financial Disclosure Statement is enclosed with this declaration. (initials) CC a ( ci Oath of Office e �of sett qt SKp STATE OF ALASKA ) CITY OF SEWARD ) I, (name of appointed member), do solemnly affirm that I will support the Constitution of the United States, and the Constitution of the State of Alaska and the laws and ordinances of the City of Seward, Alaska, and that I will faithfully and honestly perform the duties of the office of: Council Member of the City Council. DATED this 12th day of November, 2013 (signature of appointed member) ATTEST: Johanna Kinney, CMC City Clerk / �o Memorandum Date: November 12, 2013 To: Seward City Council ►1i1��` From: Johanna Kinney, City Clerk Subj: Cancellation of the November 25, 2013 and December 23, 2013 City Council meetings According to City Council Rules of Procedure(Rule 2)and Seward City Code(2.10.030 A.1),the regular meetings of the City Council are held on the 2nd and 4th Mondays of each month at 7:00 p.m. Any regular meeting may be canceled by the affirmative vote of at least four council members. If all business is met, it is recommended the City Council cancel the second regular City Council meeting of November 25, 2013 and December 23, 2013 in observance of the holiday season. 2.10.030. Meetings.M. (a) Open meetings. All regular and special meetings of the city council shall be public meetings and the public shall have reasonable opportunity to be heard. (1) Regular meetings. Regular meetings of the city council shall be 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.Regular city council meetings shall be held on the second and fourth Mondays of each month at 7:00 p.m.; provided that any regular meeting may be canceled by the affirmative vote of at least four councilmembers. Happy Holidays! =3' happy . � . thanksgiving • Main Office(907)224-4050 CITY OF SEWARD f • Police(907)224-3338 P.O.Box 167 t • Harbor(907)224-3138 • Fire(907)224-3445 410 Adams Street +' • City Clerk(907)224-4046 Seward,Alaska 99664-0167 • Community Development(907)224-4049 • Utilities(907)224-4050 • Fax(907)224-4038 Cost Summary of Warehouse Grant Line Items to Warehouse Warehouse- $1,400,000 Engineering(Proportional Percentage) - $ 126,000 Contingency(Proportional Percentage) $ 277,000 Total Available to spend on Warehouse $1,803,000 Spent or Committed for Warehouse Building - $ 321,455 Building Shipping (Contingent on passing of Resolution 2013-095) - $ 57,747 Civil Site and Foundation - $ 548,494 Erection - $ 492,000 Lighting and Electrical - $ 22,296 Project Management(As of October 1st) - $ 15,889 Engineering- $ 55,799 Total Committed or Spent on Warehouse $1,513,680 GRANT COSTING AND REVENUE FLOW REVENUE SOURCES SOURCE AMOUNT COMMENTS AEA Grant#7910011(Res.2012-028) $1,400,000 Line Item for Warehouse AEA Grant#7910011(Res.2012-028) $41,250 Line item for Protection Components AEA Grant#7910011(Res.2012-028) $126,000 Line item for Engineering AEA Grant#7910011(Res.2012-028) $277,000 Line item for Contingency TOTAL REVENUE $1,844,250 All Confirmed Sources to Date PROJECTED REVENUE SOURCES ARCTEC Redirected Funds(from Quartz Creek) I $250,000 I Pending OMB Approval FUNDS AUTHORIZED/ENCUMBERED ACTIVITY AUTHORIZED CONTINGENCI ENCUMBERED SPENT AEA Management Fee $40,000 $40,000 $40,000 Conceptual Design Review(EPS), PR 751 $25,000 - $25,000 $19,947 351R Upgrade PO#102839-00 $8,000 - $8,000 $6,332 Geotech Rep.for Ft.Ray Site PO#103250-00 $13,000 - $13,000 $11,739 Original Building PO#103427-02(Res 2013-018) $145,500 - $145,500 -0- Chg.#1 Plans and Insul. Upgrade(Res 2013-018) $4,914 - $4,914 -0- Change#2 Insulated Panels(Res.2013-038) $121,600 - $121,600 -0- Anchor Bolts $1,349 - - $1,349 TOTAL BUILDING COSTS $273,363 $15,041 $288,404 $191,758 Shipping for Bldg,Res.2013-018 $57,747 $5,775 $63,521 -0- Paving $9,800 - $9,800 $9,800 Civil/Site Work, Found. Res.2013-051 $493,190 - - -0- Change#2(Extra Site work per Civil Eng) $28,750 - - $28,750 Change#3(Stump and Debris Removal) $5,692 - - $5,692 TOTAL CIVIL/SITE COSTS $537,432 $49,319 $586,751 $30,794 Erection,des/inst.heat&light,Res.2013-061 $478,000 - - -0- Change#1(Architectural Services) $42,000 - - $42,000 Change#2(Floor drains in Parking Area) $14,000 - $14,000 TOTAL ERECTION COSTS $534,000 $47,800 $581,800 -0- Concrete and Struct.Stl Testing(No PO Yet) $4,900 - $4,900 $2,060 Doors PO#103496-00&103947-00 $48,092 - $48,092 -0- Lighting and Electrical $22,296 - $22,296 -0- Project Management(As of October 1st) $15,889 - $15,889 -0- Advertizing for Procurement Req.(RFP's&ITB's) $1,262 - $0 $1,262 TOTAL FUNDING COMMITMENTS $1,590,780 $117,935 $1,707,453 $365,483 PROJECTED FUTURE COSTS(Estimated) Heat,Elec Forced Air(Est.from internet) $14,000 • Internal Buildout(Crew Space,Shelving,etc) $400,000 Total Projected Costs(Projected+Committed) $2,004,780 / 3 Seward Power Plant Integration Grant#7910011 Reimbersable Tasks Grant Amount Spent/Allocated from Grant Spent/Allocated from Elec Conceptual Design $25,000 $19,947 $0 Install 3 phase 69kV PT's and relaying $41,250 $6,332 $0 Relocate Unit 4 and 5 to new building $1,329,000 $0 $0 Unit 3 and 6 SCADA coversions $354,000 SO $0 AEA Management $40,000 $40,000 Warehouse $1,400,000 Building $321,455 $0 Foundation and Erection $1,020,894 $0 Shipping $57,747 $0 Total Warehouse Cost $1,400,096 10%Engineering Tot$314,925 60%towards Generator portion $188,955 40%towards Warehouse portion $125,970 Geotech $11,739 $0 Architectural $42,000 $0 Concrete Testing $2,060 $0 ��- Total Warehouse Engg $55,799 $0 20%Contingency$692,835 60%towards Generator portion $415,701 40%towards Warehouse portion $277,134 Paving $9,800 $0 Project Management $15,889 $0 Light and Electric(estimated) $22,296 $0 Total Warehouse Contg $47,985 $4,197,010 $1,570,159 $0 Future Warehouse Expenditures Internal Buildout(estimated) $400,000 Heat(estimated) $14,000 $414,000 November 2 013 November 2013 December 2013 SuMo TuWe Th Fr Sa SuMo TuWe Th Fr Sa 1 2 1 2 3 4 5 6 7 3 4 5 6 7 8 9 8 9 10 11 12 13 14 10 11 12 13 14 15 16 15 16 17 18 19 20 21 17 18 19 20 21 22 23 22 23 24 25 26 27 28 24 25 26 27 28 29 30 29 30 31 Monday Tuesday Wednesday Thursday Friday Oct 28 29 30 31 Nov 1 > 0 z CO N V 0 4 5 6 17 8 6:45pm Special Meetin 9:00am Staff Meeting 7:00pm P&Z Mtg 7:00pm CC Budget WS 10:00am Project Meetin co 12:00pm PACAB Mtg 6:30pm HP Work Sessi 0 z 11 12 13 14 15 VETERAN'S DAY;OFFI 10:00am GHS Training( 9:00am Staff Meeting 6:00pm TYC and Couni 10:00am Project Meetin 7:00pm CC Mtg > 0 z 18 19 20 21 22 6:00pm P&Z WS 9:00am Staff Meeting 10:00am Project Meetin 12:00pm PACAB WS °° 6:30pm HP Mtg > 0 z 25 26 27 28 29 7:00pm CC Mtg 9:00am Staff Meeting THANKSGIVING;OFFII THANKSGIVING HOLI 10:00am Project Meetin N N N 0 z City Calendar / X75 11/6/2013 1:25 PM December 2013 SuMo January 2014 o TuWe Th h Fr Sa SuMo TuWe Th Fr Sa 1 2 3 4 5 6 7 1 2 3 4 8 9 10 11 12 13 14 5 6 7 8 9 10 11 15 16 17 18 19 20 21 12 13 14 15 16 17 18 22 23 24 25 26 27 28 19 20 21 22 23 24 25 29 30 31 26 27 28 29 30 31 Monday Tuesday Wednesday Thursday Friday Dec 2 3 4 5 6 7:00pm P&Z Mtg 9:00am Staff Meeting 10:00am Project Meetin 12:00pm PACAB Mtg N V N 9 10 11 12 13 7:00pm CC Mtg 9:00am Staff Meeting 10:00am Project Meetin rn rn V v 0 16 17 18 19 20 9:00am Staff Meeting 10:00am Project Meetin 12:00pm PACAB WS :° 6:30pm HP Mtg v 0 23 24 25 26 27 7:00pm CC Mtg 12:00pm CHRISTMAS E' CHRISTMAS DAY;OFF 9:00am Staff Meeting 10:00am Project Meetin m N V N 0 30 31 Jan 1, 14 2 3 rn 0 m V 0 City Calendar j 1/ 11/6/2013 1:25 PM