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HomeMy WebLinkAbout02252013 City Council Packet Seward City Council Agenda Packet ; i r • } N , s # 3 } IA ` i 1 4 VI \ 4 Dallas Seavey 2012 February 25, 2013 City Council Chambers Beginning at 7:00 p.m. 1963 1965 2005 The City of Seward, Alaska CITY COUNCIL MEETING AGENDA All- AmeHca City 1 1 I I I F {Please silence all cellular phones and pagers during the meeting} 4 ► February 25, 2013 7:00 p.m. Council Chambers 1. CALL TO ORDER David Seaward 2. PLEDGE OF ALLEGIANCE Mayor 3. ROLL CALL Term Expires 2013 4. CITIZEN COMMENTS ON ANY SUBJECT EXCEPT THOSE ITEMS SCHEDULED FOR PUBLIC HEARING [Those who have Jean Bardarson signed in will be given the ,first opportunity to speak. Time is limited Vice Mayor to 3 minutes per speaker and 36 minutes total time for this agenda Term Expires 2014 item.] 5. APPROVAL OF AGENDA AND CONSENT AGENDA [Approval Robert Valdatta of Consent Agenda passes all routine items indicated by asterisk ( *). Council Member Consent Agenda items are not considered separately unless a council Term Expires 2013 member so requests. In the event of such a request, the item is returned to the Regular Agenda] Christy Terry Council Member 6. SPECIAL ORDERS, PRESENTATIONS AND REPORTS Term Expires 2013 A. Proclamations and Awards Vanta Shafer B. Chamber of Commerce Report Council Member C. City Manager's Report Term Expires 2013 D. City Attorney's Report E. Mayor's Report Marianna Keil F. Other Reports and Presentations Council Member Term Expires 2014 1. Seward Economic Development Plan Update from Christi Bell of the University of Alaska Center for Economic Development Ristine Casagranda and Laszlo Kozmon of Strategy -Nets on behalf of the Seward Council Member Chamber of Commerce .Pg. 3 Term Expires 2014 James Hunt City Manager Johanna Kinney City Clerk Cheryl Brooking City Attorney City of Seward, Alaska Council Agenda February 25, 2013 Page 1 7. PUBLIC HEARINGS A. Ordinances for Public Hearing and Enactment *1. Ordinance 2013 -002, Amending The Seward City Code Relating To The Regulation Of Door -To -Door Solicitors On Residential Property Pg. 23 *2. Ordinance 2013 -003, Amending The Zoning Designation Of A Small Portion, Approximately Three -Fourth (3/4) Of An Acre, Of City Owned Land Located Within Tract G Of The Water Front Park Boundary From Harbor Commercial Zoning (HC) To Park (P) Zoning District Pg. 28 8. NEW BUSINESS A. Resolutions *1. Resolution 2013 -014, Authorizing The City Manager To Submit A New Access Point Grant Application For Federal Funding To Establish A Community Health Center To Serve The Seward Community Pg. 38 B. Other New Business Items *1. Non - objection to the liquor license renewals for Yukon Bar .Pg. 46 *2. Appoint Dale Butts and Sandie Roach to the Planning and Zoning Commission, with terms expiring February 2016 Pg. 51 3. Set a Work Session receive an update from the Seward Community Health Center Board on use of the federal Planning Grant funds and the application for Federally Qualified Health Care (FQHC) status 4. Discuss supporting House Bill 75, "An Act repealing certain audit requirements for entities receiving contributions from permanent fund dividends, requiring each campus of the University of Alaska to apply to be included on the contribution list for contributions from permanent And dividends; and requiring a university to pay an application fee for each campus separately listed on the contribution list for contributions from permanent fund dividends." (Keil) Pg. 53 9. INFORMATIONAL ITEMS AND REPORTS (No Action Required) a. Letter to Representative Tammie Wilson supporting HB 35.. . Pg. 55 b. Certificates of Recognition to Beverly Dunham, Margaret Anderson, Dorothy Urbach, Cindy Clock, and Patty Linville for their service on the Incorporation Centennial Ad Hoc Committee.. .Pg. 56 10. COUNCIL COMMENTS 11. CITIZEN COMMENTS [5 minutes per individual - Each individual has one opportunity to speak.] 12. COUNCIL AND ADMINISTRATION RESPONSE TO CITIZEN COMMENTS 13. EXECUTIVE SESSION A. Go into Executive Session to discuss the City Attorney's Annual Evaluation. 14. ADJOURNMENT City of Seward, Alaska Council Agenda February 25, 2013 Page 2 Seward o com '�IdSI Slydrr_s here. 'strategy : ASSETS TO O °°ORTUNITIES Center for Seward Economic Growth Plan: Economic Development Strategies and Action Plans for Renewing Our Regional Economy Laszlo Kozmon -- Strategy -Nets Christi Bell -- UA Center for Economic Development Version ALPHA January, 2013 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 itsuccessfully. 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 irnplementstrategies 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. 3 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 \ 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 v'c soly eoldo o Form new ° a region. These sectors command increasingly more attention in the region o Incubating hero Dissoh relationship relationship j as it matures, This dilutes focus on the industries of the future, slowing " structures eo° structures growth. Although economic performance and the quality of life continue ° to increase, as does aggregate business and population growth, they do i Our cmc rr..ct,re >c ;dn sr,cxr.cr. so ata slower pace. Although burdens also continue to increase, it's not competitiveness. enough to hinder As these burdens increase, it - Connecting P Social services, community development, and economic becomes necessary to fund programs with debt. development programs appear, paid for by brokered funds Replicating 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 Joining bonds issued for specific projects Taxes starting to pay for quality -of -life begin to erode, increasing the size of the population in serves. 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 21st 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. g u 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 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. 3�"�, The amount of money within the region and how fast it turns within the region is Bad_.Morteij 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. Brain power -, 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. 5 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. Growth o region's opportunities and innovations will be rooted in a re assets ."* z and their unique combinations. These assets include eo le, their us Supporting, Regional Core Regional Assets p p Invest in Innovation knowledge, and their ability to get things done. Assets Pemove barriers to Zones'" Innovat Cluste s *; and increase the io A regional asset analysis will expose the opportunities and the basis for the o business innovation What works well 'to leverage ratio region to differentiate itself from competing regions and make it more h innovation attractive to investors, businesses, and people. Althou n; in the region z P P• Although attracting opportunities will represent only a small portion of the economy, their ^ � strategic importance in a growth context to the region will be high. talent and capital? m High Potential Regional C Counterproductive Assets ? Regional Assets nvest in civic spore For regional assets that are unattractive and have low growth potential: Eliminate all public collaboration, new Deemphasize public support for market economy participants. • sector su networks, and nev. I • Focus en making the regional safety net effective and delivering Q narratives services efficiently at a low cost. O LOW HIGH For assets that are attractive but do not offer a competitive advantage. Regional Asset Advantage 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: o Engage the pertinent people and organizations in a conversation to Strategy- Nets - designed people -, pl ace -, 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: Engage and help interested people and organizations create the new A rigorous asset analysis will expose many regional strengths and weaknesses. These will challenge existing ideas and policies, causing collaboration -based relationship structures that will facilitate the considerable disagreement. Community leaders and policymakers 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, a nd 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 SBIRprogram. 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 econorly 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. st For economic growth to endure, community leaders and policy makers must pay attention 21 Century innovation and to the four keystones of a healthy 2:l`' 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 doing things and working 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 alignmentand 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 implementingan economic renewal agenda. 10 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. 3 INNOVATION IN A REGIONAL ECONOMY A deeper understanding of our regional assets will spur innovation. Innovation • o takes three forms. In a regional economy, it comes from combining and S. i ;, �;P '. continually recombining regional assets in new ways. Although an innovation °» o c ° Em P owerin g may exist elsewhere, its new based on its growth effect on the region when ° j ' :... innovation introduced into that region's economy. m o Z , °°. v_ 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 I money flows, but also impede bad money flows to grow the regional economy. o 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 a ( Innovation healthy. The replacement aspect of sustaining innovations creates few net Z -------- jobs and little capital growth. Exporting sustaining innovations enhance good c , - 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 o 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 Y 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 '---- �1 _ Economic development activity occurs in the civic economy and is neutral money. In some cases such as the education . y �T / � - here does not help and healthcare sectors, this economic activity has the potential to contribute to future net 4 f / good money flows. To improve the productive yield of these regional assets, they must Privately : Private focus on where regional growth will occur and on speeding up neutral money flows. i Prof Profitable Today Innovations and economic development Traditional economic development typically focuses on infrastructure and non - profit k;i3ere activity take place here service sector investments in the birth and growth stages of the S- curve, providing Publicly / •' vPUblidy support for net good money flows. As a region reaches maturity, economic development v , ,i Valuable r r increasingly focuses on market economy participants in sectors that are in mature J Where growth occurs industries, marginally profitable or worse, or those on a decline. These efforts are an attempt to stem eroding asset values and lengthen their life by keeping neutral money ee flowing. This does not grow the regional economy. Community development is different from economic development in that it focuses on i __. 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 Le scarce resources are not utilized productively from a regional growth perspective. WE MUST LEAD and PRIVATE SECTOR From a public policy perspective, allocating public funds to areas that are or should be N. ALREADY INVESTS 0 NFEST HERE HERE 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 TO r civic and market economy participants in areas that have profit potential in the near -term and are publicly valuable. These public efforts and funding should narrowly focus on: a 0 a. DO NOT INVEST DO NOT INVEST Strengthening only those parts of the civic economy that are most crucial to supporting business growth, • 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? 1 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. Family- or closely -held lifestyle businesses, for various reasons and mostly by design, have limited growth potential. Growth businesses, privately or publicly traded, stove to grow their revenue and continually raise and invest capital to fund growth and add new jobs. Some civic economy organizations (ex. education and healthcare sectors), usually not - for - profit, are also at FiVE BUILDING BLOCKS OF the core of a region's economy. Usually neutral money service organizations, their ability to REGIONAL ECONOMIC GROWTH 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. 5) Stimulate entrepreneurship to diversify the core 1) Reinforce the economic base (businesses that are at the core of the region's economy). Focus on retaining businesses that 1) bring profits and investment capital into the region - - - from outside, and 2) excel at meeting demand inside the region. The Region's 2) Grow 2) Increase industry concentration by growing the number and size of businesses in the core . Economic Base the Make the civic economy more responsive to business needs and attractive to similar busi- • ; region. Encourage number nesses outside the re ion. growth businesses to invest in sustaining innovations 1) Reinforce capabilities .; g growth retain core and size and efficiency innovations to produce good money flow and speed up neutral money flow. businesses . of busi nesses 3) Strengthen value networks surrounding the core to gain a greater share of industry profits. in the Recruit businesses that 1) serve the fastest growing upstream or downstream segments in core markets served by the region's growth businesses, 2) supply the region's core businesses, and • 3) provide crucial enabling technologies. Encourage efficiency innovations to free up capital for reinvestment into innovations that create economic growth. 4) Leverage 3) Attract related supply 4) Leverage core capabilities to access other profit pools in adjacent industries and markets. assets to grow networks and technologies Attract capital into the region and enable job creation by 1) encouraging investment in into adjacent empowering innovations, and 2) recombining and leveraging regional assets for similar use in industries complementary industries. 5) Stimulate entrepreneurship to diversify the core and create new profit pools. 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. 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 f> ( growth disciplines. High I - The size of each bubble represents the expected dollars, fobs, capital, or ECONOMIC GROWTH ! ( �' other basis that exemplifies growth initiatives. ATTRACTIVENESS � ' - - The wedge represents the percentage of completion, business participation, or other basis to gauge progress Based on a weighted - average set of factors such os expected Medium - INVESTMENT and MANAGEMENT IMPLiC4TiONS growth rare, relative ' All bubbles and zones need a basic level of conditioned investment. imaortance to the _ •i Green zone is "grow and build"– allocate the most; unds to these r. =gran', future, relative r shortages, etc i ' i .,,-, initiatives. Red zone is "harvest oroutsource " – find others to fund and work these Low ! initiatives if they are necessary. ' I Yellow zone is "maintain and improve' – allocate enough funds to remain ' — — J-- - - - - -- effective fora specific amount of time or until these initiatives move into Strong Avenge Weak either the green or red zone. ABILITY TO ENGAGE GROWTH LEVERS (LINKING AND LEVERAGING REGIONAL ASSETS) Monitor progress, reevaluating the initiatives and the portfolio every six (Based on c 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 comm unity 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. " " Century 1 Innovation end Putting it all together for arainpower Entrepreneurship renewing a regional economy. Good Money v 1 w ='-'-'1 -- ' - ' - - -' Ciwr Collaboectian 4 , '`�'' �_ as �� °� utws[ °re arama,a Strategy-Nets is the first organization to develop a e : , =, ;,- cw,te, °. "ter.,,.,,,, gY 6 P whet works we m k'myerarro cohesive theory of regional economic renewal and �k Me region Quality. Now "�� doe wochny ` change. Connected N r and � 4 - Went ondropdni) i �. 21gh_Celm+eaLPaL2j Paces Brand M1 S.nrcrer'A.W'L'1k OfiG{F ' rmo °�. � � a;wa,. «o�„o, m . ° >< The theory of regional economic growth in this primer „ i ~ ': 4 ° °^ h- ^� defines what a good economic growth strategy should . �j.: .; be about. Observing what works and what doesn't in LOW ReglonalASSetgdvanlage " 'G" , the real world led to the development of the theory. Bad Money Nnot ere lire regions measurable ad,mtagenn global comperpon? I Here are the lessons learned to guide Seward Neutral Money !IVE BOWING BLOCKS OF community leaders and policy makers committed to REGIONAL ECONOMIC GROWTH :i INNOVATION INAREGIONALECONOMY 5l Stimulateentrep,eneurship renewing Seward's regional economy. ` rc awcrsW ma eore i m 1. Pursue growth opportunities. the Region's 21 Grow icBose Only solve problems to the extent that they hinder :° =te Z i; PemfoccetaPamLtes _ • " p the p ursuit of opportunities. $ °anon to retain core ba : ,eae = ' arte =' 3. Strengthen the four keystones of the regional f i 1 economy simultaneously. „inn 4. Understand the value of your regional assets and i R° their 31Aera,iaiatee their various combinations. unto grow networks and ...natives 5. Understand how the three types of innovation a t d,aeent IC influence economic growth. annul' tr'.aant o e STRATEGIC GROWTH PORTFOLIO 6. Focus on net good money flows / (good money minus a i ?L g Y (g Y ,7-,, bad money) and removing barriers to speeding up ' - neutral money flows. f Develop pro - growth policies that enable innovation and entrepreneurship to flourish. m 8. Devise and implement strategies consistent with > - " ) fe each of the five ways to grow a regional economy. o YES so 9. Commit public funding only in areas that are Is tt Privately Profitable Today? publicly valuable and have profit potential. AStti2220 e„ 4142 w : ,n.< P together di 10. Work to er in a disciplined, structured way! mw wo ;ir< Economic growth primer . Seward economic growth strategy Seward action plan 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 our 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 picture of the future of the ▪ Would like to live in a thriving and scenic small -town environment that is within easy driving Seward community and its surrounding distance from a large city and airport. region. • Are passionate about living in our region and in Alaska. • Get involved in making Seward and our region a great place to live, work, and start something Review page 8 for reference and make sure new, the future you describe includes: • Brainpower 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 closures 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 property taxes as a 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 1" 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 community's economic base and make it a great place to live. gain institutional alignmentand public support. People will consider as to be successful when we have achieved these measurable changes within a three year period. 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 Look at the frameworks on pages 6 (money XYZ; the best source for providing education in opportunities to make use of that education a flows) and 7 (regional assets). When XYZ to people outside of Seward. key success factor in Seward's future? considering Seward's assets, know -how, and culture, what are the things you can Best -in- Alaska pro - growth, pro- By working together, can private and public sec- realisticallysay is most important to your entrepreneurship, pro - innovation public policies, tor leaders make this happen and prove it by the future? Novi/do you need to augment that to infrastructure and business environment. numbers (see previous page success factors)? achieve your vision of what Seward will be? Regional perspective leads to strong regional Can others from outside Seward contribute to These two frameworks focus your decision- connections and relationships. our efforts? Are we better off doing this alone making on the causal factors of economic or with others? Can others benefit too' growth that you can influence through public policy and resource prioritization People- centered perspective leads to motivation What makes an economy grow...people or and maintaining an environment in which they infrastructure? If you have the people, can they Consider the current basis for public policy can thrive. get the resources to build the infrastructure? decision- .making and collaboration among businesses, and how they are likely to change. Balance between traditional industries and new Will you continue to rely on the knowledge Consider how the relationships between ones, what made us prosperous in the past and you've gained from the past or will you augment various business, government, and other what will make as prosperous 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 unique 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 work 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 doinga "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. ‘b 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 well that is hard for other regions to the potential for us to be a leader ?) copy and /or compete with ?) ConsiderTom Tougas' analysis (summarized here) and the Seward Economic Development BRA I N POW E R WHAT WE KNOW Assessment done by UA's CED in 2010. • Provide on -line education • Marine and fishing • In- Seward corporate training in areas • Tourism As a next step, you should revisit and analyze of expertise (e.g. oil spill, sea life, etc.) • Sea life science the region's assets using the frameworks on • ? ?? • ? ?? pages 6 and 7 as your guide. Answer the following questions as a starting point: INNOVATION and ENTREPRENEURSHIP WHAT WE HAVE • Renewable fuels (marine, cellulose) • Ice -free deep water port • What regional assets can you best utilize • Fossil fuel moving and handling • Road and rail access to increase good money and decrease bad • Anything marine -and fishing- related • Favorable Alaska climate money flows? • Additive manufacturing (3D printing), . • Gateway location • What regional assets belong in the "core" • Tourism • Forested Iartds category? The "counter productive" • Data center operations • People willing to work together category? The other two? • ? ?? • AVTEC • What realistic policy changes can the city • Sea Life Center make to align relevant city budget items QUALITY CONNECTED PLACES • ? ?? with Seward's most: important assets? • Teleworking for remote employers ° What are the potential business • Call center operations WHAT WE DO REALLY WELL combinations, joint ventures, and projects • Sustainable development • Sea life science and management, that could enhance the value of the • Land use including oil spill response and region's assets? • ? ?? cleanup • Tourism management How do these assets and opportunities fit NEW NARRATIVES and BRAND • ? ?? with your values and guiding principles? Do • Deep stories and experiences these narrow your choice of approaches on • Kenai regional partnerships HOW you will leverage your strengths to • ? ?? pursue growth opportunities? Linking and leveraging our regional assets to pursue the opportunities we identified. Our six initiatives will require collaboration between many parties. Some will require substantial funding. Are these initiatives as formulated the best ones to pursue? Is this where the most energy is (people coming together)? SMIC Development The objective is to build out full - service capabilities, marketing, and support infrastructure to attract businesses in marine - Project related markets (e.g. tourism, fishing, military, offshore oil and natural gas field services, marine research, etc.) 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. Railroad Dock Extension Today, this is coal moving from rail to ship and passengers moving from ship to shore and back, with a few businesses that just (or Entrepreneur's Row) happen to be located there. Tomorrow, through asset expansion and modernization, and integrating SMIC will provide: • One -stop value -add support for intermodal transport and markets served by SMIC (see above). • On- demand services (including manufacturing) related to the maintenance and repair of vehicles using the port system. • Unrelated manufacturing services that benefit from the physical location in this area (e.g. the Seward Fisheries expansion). Alternative Energy The objective is to develop a cohesive and comprehensive approach to reduce total energy costs by addressing the sources and (Renewable Fuels to be cost of fuel (especially for heating), and achieving an economic balance between making and buying electricity in usable forms. more accurate) Renewable fuel sources (e.g. geothermal) will be an important component of a balanced and flexible fuel and energy portfolio. Is there an opportunity to link our marine assets and build expertise in applying synthetic and algae -based marine fuels? Broadband Creates a new regional asset based on existing broadband infrastructure - Alaska United fiber optic cable landing point that links Alaskan population centers with the lower 48 states through Seattle - to attract industries that need this digital asset. The biggest problems in the data center business are in energy consumption (linked with Alternate Energy) and cooling (our climate addresses this naturally). The additive manufacturing opportunity could benefit Seward by SMIC and dock -based businesses consuming output, and leveragingour intermodal transport support services and broadband infrastructure to export remaining capacity. Other services can relate to medical, marine research, education delivery, and other content - related services. Oil Spill Response (can Expands and leverages physical assets (e.g. Sea Life Center, the port, and SMIC) and know -how assets to become a "center of we broaden this ?) excellence" in oil spill response and other marine disaster recovery services. The objective is to build a world -class cold weather response capability to serve, as appropriate, the west coast of the United States and the Bering Strait. City Permitting Process 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 Renewal businesses to launch or locate in the city of Seward (and outside of the city's borders in the surrounding region). An effective and efficient process, 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. { 1 There's comfort in what we came up with. It keeps things simple so we can learn how to work together and develop a better understanding of our assets and opportunities. If our energy is elsewhere, we should use it to augment our initiatives or redefine them. Growth Initiative Project Opportunities? Attractive Because? Unattractive Because? Expected Synergies,' SMICDevelopment . Marine services company attraction • Leverages assets that have • Capital investment needs ° Railroad Dock Extension Project • Securing use of surrounding and competitive advantage ° Retrofitting costs ° Leverages broadband and • Study value to businesses • What else ? ?? ° Complex coordination transportation assets o What else ? ?? • What else??? ° What else ? ?? Railroad Dock • Physical area clean -up • AK Railroad partnership • Capital investment needs ° SMIC Extension (or ° Rerouting tourism route • Concentration spurs • Complex coordination ° Leverages tourism, trans - Entrepreneur's Row) ° What else ? ?? entrepreneurship • Business disruption portation, and broadband ' What else ? ?? ° What else ? ?? ° What else ? ?? Alternative Energy • Converting waterfront buildings ° Water /marine asset utilztn. • New knowledge needed • SMIC, Railroad Dock (Renewable Fuels to ° Algae -based biofuels pilots • New growth businesses • Retrofitting costs Extension, and Broadband be more accurate) • What else ? ?? • What else ? ?? ° What else ? ?? ° What else??? Broadband • Study market opportunity (3D • Fiber cable asset utilization • New types of partnerships • All other initiatives printing, telework /education /medi- • Can monetize marine and • New knowledge needed • Leverages marine knwldg. cine, call center, data center, etc.) other Seward know -how ° Capital investment needs ° Enhances existing assets • Regional partnership formation ° New growth businesses < Outside of comfort zone? • New prtnrshps. potential • What else ? ?? ° What else ? ?? ° What else ? ?? ° What else ? ?? Oil Spill Response • Corporate training ° Water, marine, education, • None? ° Leverages marine know - (can we broaden • Regional partnership formation and Sea Life asset utilization how and related assets this?) ° AVTEC adoption and link to cold • New niche businesses ° Lead to other business water - related career pathways • What else ? ?? opportunities o What else ? ?? • What else ? ?? 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 ° Sends message of city lis- from lower cost and tening to business needs impedance to their plans Our growth initiatives are a good start to constructing a portfolio...at first glance, they pass the initial tests for economic growth potential. Growth initiative Primary Growth Discipline Primary Type of Innovation Primary Money Flow impact rrin:ary Project ?_rnorias.s SM!C Development Project • Business retention • Efficiency innovation • Increases good • Quality, connected places • increases industry because of focus on what • Speeds up neutral • Brand and new narratives concentration Seward already does well Railroad Dock Extension (or ° Increases industry • Sustaining innovation, but • Increases good ^ Entrepreneurship and Entrepreneurs Row) concentration could be all three • Speeds up neutral innovation • Strengthens the value depending on synergy ° Quality, connected places networks surrounding with the broadband core Seward businesses initiative Alternative Energy • Business retention (thru ° Sustaining innovation • Reduces bad • Brainpower (Renewable Fuels to be lower input cost) ° Empowering innovation if • Speeds up neutral as ° Entrepreneurship and more accurate) ■ Leverages core capabilities new technologies evolve busi nesses shift spending innovation to access other markets from the effort • Potentially increases good Broadband • Leverages core capabilities ° For Seward, an ° Increases good . Brainpower to enter other industries empowering innovation • Potentially speeds up • Entrepreneurship and • Stimulates entrepreneur- neutral as business and innovation ship to diversify the core. people spending increases ° Quality, connected places Oil Spll Response (can we ° Leverages core capabilities • For Seward, an empower- • Increases good ^ Brainpower broaden this ?) to access other industries ing innovation if new busi- , Entrepreneurship and • Increases industry nesses develop, otherwise innovation concentration a sustaining innovation City Permitting Process • Business retention • For Seward, an efficiency • Speeds up neutral money ° Brand and new narratives Renewal innovation • Reduces resistance to Quality, connected places good money \' The focus of our strategies within each initiative are driven by each initiative's primary growth disciplines (1 of 2). Growth Initiative Primary Growth Discipline Example Strategies That Need Consideration and Planning SMWC Development • Business retention 1. Determine what businesses value and tailor the SMIC value proposition to that. Project • Increases industry 2. Establish complex relationship structures to make SMIC "sticky" for businesses (e.g. co- concentration locating 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. Investigate 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 Extension • Increases industry Strategies 6 and 7also apply here. (or Entrepreneur's Row) concentration 8. Determine and stay on top of the demographic and buying criteria trends driving the busi- • Strengthens the value nesses that will be served from this locale (e.g. tourism trends, transportation trends, etc.) networks surrounding 9. Leverage Seward assets like the railroad and broadband locations, including the existing core Seward businesses global relationships served by rail and ship, to strengthen the position of Seward as a gateway for export and import. Alternative Energy • Business retention (thru Strategies 1 through 5 also apply here (changing "SMIC" to "alternative energy "). (Renewable Fuels to be lower input cost) 10. Develop relationships and pilot projects that share the risks and rewards with technology more accurate) • Leverages core capabilities suppliers and customers (e.g. waterfront located organizations) to develop know -how that to access other markets can be monetized and exported, The focus of our strategies within each initiative are driven by each initiative's primary growth disciplines (2 of 2). How will you address the strategies that are common across initiatives to avoid duplication and promote efficiency and productivity? Growth initiative Prim ,"ry Growth Discipline Example Strategies That Need Consideration and Planning Broadband • Leverages core capabilities 10. Develop relationships and pilot projects that share the risks and rewards with technology to enter other industries suppliers and customers (e.g. waterfront located organizations) to develop know -how that • Stimulates entrepreneur- can be monetized and exported. ship to diversify the core. 11.Cultivate relationshipswith venture capital firms to open up access to companies that "must have" broadband access, and work together with GCI and other 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. Oil Spill Response (can • Leverages core capabilities Strategy 10 also applies here (changing customers to oil and marine shipping companies). we broaden this ?) to access other industries o. Overcome competing region advantages by offering businesses superior value through: • Increases industry -- Transparency (regulatory and tax clarity and simplicity) concentration - 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. Investigate 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. City Permitting Process • Business retention 1. Determine what businesses value; combine and tailor all permitting and related processes to Renewal that. 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. 13 Managing the four strategic risks to our initiatives and economic growth. Market Risk: With continual global economic and technological change, Seward's competitors and local markets will also change, creating new and evolving conditions to • Manage economic growth initiatives in a portfolio. which Seward must respond. • Continually asses and skew initiatives toward the best opportunities based Competition Risk: on surrounding market and economic conditions by establishing a six - Seward's regional competitors, including Anchorage month cycles of planning, doing, and learning. (with superior resources and influence), may increase their capabilities to compete more ° Establish a disciplined process of collaboration and project management effectively with Seward. They may also respond within and among groups. irrationally to perceived threats and economic changes. ' ' • Clearly define and adhere to specific roles and boundaries between roles. Boundaries are especially important between what an organization does in Economic Management Risk: its own work, and what it does as part of its participation in a group effort. Seward's and the competition's ability to understand ' ! = Diversify across all four types of risk by making sure that each six-month and practice the tenets of regional economic growth i I plan in a way that encourages entrepreneurship and innovation. Seward's abilities must be better than its • Seek, recruit, and motivate the best talent to participate as appropriate in competitors'. each six -month cycle. Civic Collaboration Risk: • Establish a system of consistent and rneasurable metrics over which our Seward's and the competition's ability to align and work has influence. Gauge each six -month cycle by how they impact those motivate the most influential people and businesses metrics. to create and sustain the conditions that drive economic growth. Seward's abilities must be better than Ss competitors'. A "best guess" initial mapping of our "starting" portfolio. This will need continual thought and updating. zg 3 Li a 4 I Empowenng Thoughts on strengthening the portfolio positioning of our six initiatives 2 � ', trnovotrorr a m" 1 .: • Plan SMIC, Railroad Dock, and ermittin process renewal to dovetail with each '` H 2 _ ru ---,`� other to secure all permitting needed to proceed at once: focus on what will Sustaining move the permitting process initiative (6) up into the green zone. 0 6 . Innovation • import or contract with broadband - related to lent and expand the role of AVTEC � ' and other Seward education- and knowledge - intensive assets to make sure g _ _ broadband assets can play in the other initiatives: focus on what will move the Efficiency broadband initiative (4) into the green zone. ti Innovation Z • Design different types of renewable fuels experiments to increase the J 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? Importer 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 ' 4.... the other initiatives. Focus on what will move this initiative (3) into the green 2 zone by making it strop er driver of economic rowth while im rovin our II,fh ', -, Y g g g P gY �_ ? capabilities in this area. ------- -) -- -y 3...-. ( ^ At first glance, the Oil Spill Response initiative (5) seems to he "low hanging E fruit ". How can we expand this definition as we consider related Seward and Meawm t' regional assets to make it a stronger contributor to economic growth? . _. 1. SMIC Development Project 2 o ' 2. Railroad Dock Extension (or Entrepreneur's Row) °u ' Low . ! i. Alternative Energy (Renewable Fuels to be more accurate) ( 6 . 4. Broadband 5. Oif Spill Response (can we broaden this ?) Strung Average weak 5. City Permitting Process Renewal ABILITY TO LINK AND LEVERAG E ASSETS 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 2V 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 InnovationClusrers • 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 entrepre- by Sea Life Center); could apply to Broadband and Alternate neurial 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. • Managed pool that provides tiered funding for publicly valu- • Initially, focus on raising funds and the criteria for investing in able but privately not yet profitable early -stage innovations. new ideas; amount, required match, and the basis upon • 3 stages of funding, with increasing private sector matches. which funds are awarded. • Funding in each tier depends on meeting specific requirements: success based on private /public sector dollars. ^ For more information, contactStrategy - Nets. Determine the top five things we must accomplish and obstacles we must overcome in the next six months for our six 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. As you think through your top five "must happens" and top five obstacles, consider • Clear accountability and ownership of each initiative. Seward's past (what worked and what ariou infer o Roles (most importantly, the Chamber of Commerce, the City, and the Core Group). didn't) and its ences with trying to align v various interested parties • Detailed and incentivized action plans, including project management discipline. and reinvigorating economic growth. Make sure you don't repeat the mistakes • Funding in place for 2013 and 2014 of the past as you consider how you will address the "must happens" and obstacles. OBSTACLES TO OUR INITIATIVES AND "MUST HAPPENS" Consider which organization will take the lead on each one and who specifically will • Best people (defined as those who can get things done) not participating. be accountable. Do you have the right o Lack of alignment among the region's most influential players. people involved? Are they motivated? Is the work meaningful to them? o Relying on the same old things and ways that have proven not to work. As you work off the top five, what are the • Value for dollars raised is unclear making funding hard to come by. next top five "must happens" and obstacles? There should always be a "top • Wrong metrics dilute our efforts, lower our productivity, and detract from our focus. five" for continual improvement! 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: 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: The number of new business startups exceeds • Number of business startups 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 orproprietary(e.g. tax data)? Are the right players on board? The average property value trends higher and ° The number of properties and their value property taxes as a percentage of property (from recent market 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 "thes = overall to Seward exceed the number of people and into and leaving Seward. metrics and keep them up to date. businesses leaving Seward, and a growing • The percentage of gross revenues claimed on portion of total businesses' sales 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 iniriatives (starting with the first six) that will hove the desirable effect on An increasing percentage 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 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 Economic growth primer Seward economic growth strategy Seward action plan ' � Having framed our strategy, we need to move into action. Here's a summary of how we're going to start our work as we move into the next six months. • Use a discovery - driven approach to planning, execution, and learning. • Redefine the Chamber of Commerce's role. • Align the Chamber's budget with the economic growth plan. • Adopt successive six -month time frames for managing economic growth initiatives and transforming the current "no- growth" culture. • Form the following groups: — 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. • Utilize a proven group formation process. o Each group: empower the group through clear roles, boundaries, responsibilities, and processes. o Each group: establish a six -month work rhythm and work processes that help group inembers succeed. Growing a regional economy is not a repeatable process. It's a practice that's unique to a region's assets, know -how, and people networks. To capitalize on these networks, we must take a discovery- driven approach to executing our economic growth strategy. 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 6 • By making assumptions and projections that are checked in each six -month projections. i`+ "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 everysix months make our approach adaptive to achieve regional economic growth projections. 1 changing global economic conditions and technologies. • Implement plans to 1) test whether the critical I + • Encourages experimentation...many small projects that try many things for assumptions are reasonable and 2) incorporate I j 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 !earn, we create patterns that become replicable overtime 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. Creating the conditions that lead to growth is best done through one organization. Seward's Chamber of Commerce is in a position to unify region -wide efforts by pulling together a Core Group to own and lead the economic renewal effort. 2V Century I Innovation and market economy Developing and keeping a practical economic growth strategy up -to -date, and Brainpowcr I entrepreneurship • Cl" economy implementing it in a low -risk way requires an effective civic process and effective � 1 1 civic leadership. Civic eofl CONDITIONS rt Seward The Seward Chamber of Commerce is a good candidate for anchoring civic FOR ECONOMIC - ? , :. i - -- ' w Chamber of collaborations in the region, The Chamber, in an expanded role, should be the GROWTH `` ` Commerce organization around which a Core Group forms (see pages 34 and 35). Consider settin up a Chamber orinde endentor anizationthat shares quaNty, I New g P subsidiary P B Connected Narratives and its management with the Chamber as a 501(c)(3) Economic Development Corpo- ptoces i Brand ration. This opens up access to new sources of funding your economic growth initiatives. By using civic networks of organizations that practice goal- driven, SOURCES OF FUNDS OF FUNDS structured collaboration private equity approaches to investment, the Chamber - _ Focus on this first i SMIC will differ from traditional economic development corporations in four ways. Core Group ` i 1 Development "' CIVIC COLLABORATION (the Chamber must drive this) All Seward - and 1 yi Civic — ' - " — Region - Based ! } Collaboration I - - A structured and disciplined collaboration process, with the Chamber in the role Entrepreneur's of a hub through which information and funds flow. Non - Seward I ��� I r Row (RR Dock Pnvate sector L Structureand � ._..- _..- __. -._ —� STRUCTURE AND PROCESS (the Chamber must drive this) (foci Non - Profits) ' :;t.. Process Collaboration process leverages networks of people and organizations, enabling a Renewable Fuels 1 low overhead and fast way to organize and implement projects. • State of Alaska r�' &. Alt. Energy i Strategy and Sources Portfolio i STRATEGY AND PORTFOLIO I i -! Broadband l A portfolio management approach provides a low risk way to manage the Pooled Funds I l - .. 1 coordination of policies and activities that will create the right conditions for Federal Sources ; (run as an Op- __ economic growth to occur, � � oortunity fund *) I Oh Spill Response ) Traditional EDC ___.J OPPORTUNITY FUND Other Sources , i capabilities'Ill! 1 - -- m A Strategy -Nets innovation that structures and operates a seed -stage investment i t °, s in the blanks" L City Perm 1 fund that uses a phased matching structure with strict qualification and Process Renewal performance guidelines. For more information, contact Strategy -Nets. The Chamber of Commerce must recast its budget to reflect its broader role. By example, we're reducing the old marketing and economic development budget and adding economic growth leadership budget items for a total increase of $210,000. Recast Budget Structure: $746,000 Sources of Funds: $555,300 Current Budget: $536,000 35 3% 4F` h 4% t 4 ' Events - 32% �% � ,fi,. 4hc City — 30% # r t q d 4% • ' . . m, '' � 35/ Membership— 15o /a A y °� , �' M ' : r , 36'0' : ! 'Jx , "7 ,.' ,� c � Advertising — 10% Sponsors — 10% N' , ,t . k��'- 1&% Tom Tougas —4% ? i.. 6 ' in Salary & Benefits Salary & Benefits Marketing & Economic Development gr Marketing & Economic Development (OLD) Events Events Office Operations ■ Office Operations Building & Utilities : Building &. Utilities , r Core Group Activities NOTE: These numbers and • New Narratives & Brand Activities budget line items and Economic Growth Leadershi Business Attraction Activities additional funding will p Community Engagement need consideration. The ' Digital Media Communications recast budget and Outside Professional Services structure is only an example. 1) Adopt successive six -month time frames for managing economic growth initiatives and transforming the current "no- growth" culture...master the planning, doing, and learning pattern to ensure what you do maintains consistent relevancy. The economic growth plan is an adaptive, "living" roadmap. Our networks of relationships, know -how, and physical assets in our region, and the resources flowing into our region are also "living" maps. These change with the world and we must keep our maps up -to -date. We make decisions fast and act on those decisions in a way that 1) validates or invalidates what we assumed when we made our decisions, and 2) gets something tangible and measurable done, and 3) provides us with a learning opportunity with which to improve our next set of decisions. We move fast to achieve measurable objectives every six months. 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 metrics, premises, and strategies every six months may result in changes to reflect new realities. This is a proven process. When meeting, always ask these questions to follow this pattern: 1) what could we do, 2) what should we do, 3) what will we do, and 4) what will we accomplish in the next 30, 60, and 90 days. This too is a proven approach to making decisions fast and acting on them. Its important for the whole group to meet at least every 60 days, preferably 30 days to calibrate their thinking, capture "lessons learned ", plan the next 30/60/90, and mobilize. All groups working on the economic growth strategy should come together in one big meeting facilitated by the Core Group every six months. PLANNING • Meet and work together on developing a simple six -month action plan that consists of well - defined assumptions, objectives, (not to exceed 4 work products to be produced, "must happens ", obstacles, task lists, responsibilities, due dates, and budgets. weeks) • Think about contingencies plans and consider the four strategic risks (page 24) in your planning. o Formalize the first draft of the plan and begin to take action immediately on known items. DOING • Perform the tasks on the task list. If funding is needed, make sure the funding plan is its own task list upon which other tasks ( should repeat a depend. Utilize a simple project management approach to keep on top of the task lists. few times per six- • Coordinate activities with other members in your group. month cycle) • Communicate regularly (weekly, bi- weekly, or monthly depending on the tasks and the need to coordinate) LEARNING • Meet and discuss "lessons learned "...document and store this for future use. (should repeat a • Devise solutions to problems encountered..,document and store this for future use. few times per six- • In the last "learning" meeting of the cycle, determine whether the overall plan, and then what portions of the plan need month cycle) revising. Put plans into place to make the required changes. ADAPTING • This step is primarily a "hand -off" step that concludes each six -month cycle and begins the next one with Planning. • Celebrate your victories and the failures you proved NOT to be relevant to our growth plans. o Make sure you'll take corrective action in the next six -month cycle to address the failures that ARE material. Set up self- governing work groups that will own each of our initiatives and coordinate among themselves to ensure progress and adequate resourcing. This is ow we address our top 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, we're 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. FC7\ Form the key groups to finalize the economic growth strategy and to begin implementation. 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. o Coordinates each portfolio initiative least one initiative). • Assistwork 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 the groups so they provide • Identify sources of funding OBJECTIVES Chamber of Commerce. optimal coverage of the initiatives ° Help work groups develop value • Successful startup. Seward will undertake in 2013. propositions around their initiatives Finalize the strategy and action plan, • Detail chosen initiatives, including • Secure initial funding including details for 2013. innovation opportunities to explore, • Set up an Opportunity Fund* (contact • Regional assets analysis in the context and launch. Strategy -Nets for more information) of money flows and the three types of • Develop a simple way to model innovation Seward region money flows • Help work groups break down barriers to progress KEY ROLES ° Leader • Leader ° Leader (one person can • Membership ° Membership • Membership fill more than • Communications and meetings ° Communications and meetings • Communications and meetings one role) • Librarian • Librarian ° Librarian o 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 In the subsequentsix -month period, 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. These could also be run as Core Group initiatives. Utilize a proven group formation process and get in the habit of working together in a disciplined way. 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 k Define budgets based linking and leveraging adopters" document: performance and on each members' your networks • Form a leadership task ✓ The group's purpose progress measures for action plans • Engage key people in force focused on better and guiding principles group performance — this your network in defining the ✓ Charter is in addition to the Ensure each member is preliminary discussions opportunities and then ✓ Agenda metrics that are initiative- accountable for capturing them — in our ✓ Measurable objectives specific and the overall planned contribution • Brainstorm the ✓ 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 ourcase, the and tools and what s structure and board of communicate to all members' plans to all overall strategy and the needed governance members members srk initiatives • Exchange information • Define rules governing • Formulate the approach • Document the and focus on the use of collective resour- to securing sponsors and 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 d Assemble an network mplementatian- 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, boun- daries, and expectations • Decide on the group's first initiative; detail the first 6 -month action plans ab 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 SAMPLE GROUP PROCESSES • Encourage discovery and • Define approach and implement 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 • Monitoring • • Enforcement • Conflict resolution 'I \ / SAMPLE "BEST PRACTICES" , !{� • Experiment; publicize successes and failures 1;1 • Install and manage public forums and IiJ \ shared spaces x /� \/ • 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 What we need to do next.,. • Gain City Council support. • Identify who is missing from the effort and launch a recruitment drive. • Secure funding to expand the role of the Chamber of Commerce • and redevelop its business plan for 2013. CeniefQ Economic Development • Secure funding and retain outside help to increase success ...strategy probabilities and keep things moving. "� • Formalize the Core Group and each initiative, and decide what other groups the effort will need. • 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. reengineerthe city permitting process). • Formalize all groups. with each one to detail their plans to address their "must happens" and obstacles to success; move into action. rDN1 Seward com 1(A.s1/43 5 titet, Questions? .4111 0strategy Center for *1 4 , 'ASSETS TO OPPORTUN/TIES economic Development tzc Chii5f1 a Orj) 4402'7:2 Sponsored by: City Attorney Introduction: February 25, 2013 Public Hearing: Enactment: CITY OF SEWARD, ALASKA ORDINANCE 2013 -002 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, AMENDING THE SEWARD CITY CODE RELATING TO THE REGULATION OF DOOR -TO -DOOR SOLICITORS ON RESIDENTIAL PROPERTY WHEREAS, the City has a strong interest in promoting commerce and development within its boundaries; and WHEREAS, door -to -door sales contribute to the flow of commerce in the City; and WHEREAS, the right and freedom of speech is a recognized right under the state and federal constitutions; and WHEREAS, door -to -door solicitations include commercial speech, which is protected by the right and freedom of speech provided in the federal and state constitutions; and WHEREAS, commercial speech is speech which does no more than propose a commercial transaction; and WHEREAS, commercial speech may be limited by reasonable time, place, and manner restrictions in order to promote legitimate and substantial government interests; and WHEREAS, the right of privacy in one's home from intrusion against tranquility and security is recognized in the fundamental right of privacy contained in the state and federal constitutions; and WHEREAS, the City also has a strong interest in protecting its residents from unreasonable intrusions into the privacy of the home to promote the health, safety and welfare of its residents; and WHEREAS, door -to -door solicitation of unwilling residents for any purpose infringes upon the right of residents in the City to enjoy the privacy of their homes in tranquility and security; and WHEREAS, the risk of consumer fraud increases when the solicitor has no fixed place of business in the City and consumer complaints cannot be resolved locally and expediently; and CITY OF SEWARD, ALASKA ORDINANCE 2013 -002 WHEREAS, protecting the interests of residents in privacy and the quiet enjoyment of private residential premises are legitimate government interests; and WHEREAS, the City has an interest in balancing the rights of door -to -door solicitors against the privacy rights of its residents in order to promote economic growth while preserving the health, safety, and welfare of its residents; and WHEREAS, door -to -door solicitations for any purpose may be limited by reasonable time, place, and manner regulations as a means of balancing those interests when done in such a manner so as not to intrude unduly on an individual's First Amendment rights; and WHEREAS, it is important for the residents and citizens of Seward to know their rights as it relates to door -to -door solicitation on residential property; and WHEREAS, City residents who wish to enjoy the privacy of their homes without interruption have the right to post no trespassing, no soliciting, or other similar signs; and WHEREAS, City residents have the right to refuse entry to a solicitor; and WHEREAS, a City resident that purchases a contract for the sale of goods or services in the amount of $10 or more from a door -to -door solicitor has the right to revoke that purchase within five (5) days of entering the contract; and WHEREAS, a City resident that purchases a contract for the sale of goods or services in the amount of $10 or more from a door -to -door solicitor must be informed by the solicitor of the right to revoke at the time of the sale; and WHEREAS, the City currently has an ordinance restricting door -to -door solicitations, which in its present form is unenforceable; and WHEREAS, it is therefore necessary to revise the current door -to -door solicitation ordinance and related provisions consistent with the legitimate government interests expressed above in a manner so as not to unduly intrude upon the freedom of expression afforded by the Constitutions of the United States of America and the State of Alaska. NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, HEREBY ORDAINS that Section 1. Section 8.10.010 is amended as follows: Strikeout = delete Bold Italics = new 8.10.010. - Exemptions from chapter; intent of chapter, interpretation. ay CITY OF SEWARD, ALASKA ORDINANCE 2013 -002 (a) Unless otherwise provided, the The provisions of this chapter shall not apply to: (1) Incidental fund- raising activities of less than two weeks per year duration sponsored by charitable, religious, civic, educational or other nonprofit organizations except that the limitations contained in section 8.10.020(d) shall apply; or (2) Solicitations of a non - commercial nature by charitable, religious, civic, educational or other nonprofit organizations except that the limitations contained in section 8.10.020(d) shall apply. (b) It is the intent of this chapter not to unlawfully discriminate between residents of this city or of the state and nonresidents thereof, and it is expressly provided that this chapter shall apply without discrimination to all persons, residents of the city or state or nonresidents thereof. (c) This chapter shall not be interpreted to unduly limit or infringe upon the freedom of expression but to place reasonable time, place, and manner restrictions in furtherance of the legitimate government interests to regulate business, deter crime, and protect the health, safety, and privacy of the City's residents. Section 2. The title of Section 08.10.020 is amended as follows: Strikeout = delete Bold Italics = new "Uninvited Door -to -door soliciting solicitation on residential property." Section 3. Section 08.10.020 is repealed and replaced with the following: (a) Intent. The requirements of this section shall apply to door -to -door solicitations occurring on residential private property. (b) Definitions. For purposes of this section, the following definitions shall apply. (1) "Commercial solicitation" shall mean any solicitation where the primary purpose of the solicitation is not charitable, political, or religious, and includes solicitations for the sale of any goods or services. (2) "Door -to -door solicitation" includes the term "door -to -door sale" and refers to a commercial solicitation that occurs when the seller, or a representative of the seller, personally solicits the sale and the DNS CITY OF SEWARD, ALASKA ORDINANCE 2013 -002 purchaser's agreement or offer to purchase is made at a place other than the place of business of the seller. The term "door -to -door sale" does not include a transaction (i) made under prior negotiations in the course of a visit by the buyer to a retail business establishment having a fixed permanent location where the goods are exhibited or the services are offered for sale on a continuing basis; (ii) in which the buyer has initiated the contact and the goods or services are needed to meet a bona fide immediate personal emergency of the buyer; (iii) conducted and consummated entirely by mail; (iv) in which the buyer has initiated the contact and specifically requested the seller to visit the buyer's home for the purpose of repairing or performing maintenance upon the buyer's personal property; or (v) conducted at the buyer's place of business. (3) "Residence" shall have the meaning given in section 15.10.140 of this code. (4) "Solicit" or "Solicitation" shall mean any request directly or indirectly, verbally or in writing, for money, credit, property, financial assistance, or other thing of value on the solicitor's own behalf or on behalf of another. Solicitation shall be deemed to have taken place when the request is made, whether or not the solicitor making the same receives a contribution. (5) "Solicitor" shall mean a person engaged in the business of door -to -door solicitations for the purpose of commercial transactions and includes peddlers, itinerant merchants, transient merchants and vendors, as defined in section 15.10.140 of this code. (c) Business license required. Persons engaged in the business of door -to -door solicitations for the purpose of commercial transactions, including the sale of goods and services, are subject to the business licensing requirements pursuant to Title 8 Chapter 30 of this Code unless otherwise exempt. Upon request, a solicitor must show a valid copy of a current city business license to any owner, lessee, tenant, agent or occupant of the premises upon which a door -to -door solicitation is being made. ate CITY OF SEWARD, ALASKA ORDINANCE 2013 -002 (d) Prohibitions. No solicitor shall: (1) ring the bell or knock on the door of or attempt to gain entry to, any residence before nine a.m. (9:00 a.m.) of any day or after eight p.m. (8:00 p.m.) of any day; or (2) solicit at any residence to which is affixed a sign indicating "No Solicitors," "No Peddlers," "No Trespassing," or similar indication that solicitation is not desired on the premises, unless expressly permitted by the owner, lessee, tenant, agent or occupant of the premises; or (3) continue to solicit from another after the desire not to be solicited has been expressed; or (4) solicit or continue to solicit where the owner, lessee, tenant, agent or occupant of the private property has notified the solicitor that he or she is not allowed on the private property; or (5) intentionally obstruct the free movement of any person or vehicle; or (6) refuse to leave any residence or other private property within the City when requested to leave by the owner or occupant, or an agent of the owner or occupant of the premises. (e) Right of Revocation. A contract for the purchase of goods or services in the amount of $10 or more from a solicitor soliciting a door -to -door sale shall require, as a condition of taking effect, that the purchaser shall have the right to revoke the offer to buy within five (5) days from entering into the contract, and the solicitor, at the time of sale, shall give the purchaser written notice of the right to revoke. Revocation is effective either upon the tender of the rejected goods to the seller or an agent of the seller, or upon the posting of a registered letter (marked Deliver to Addressee Only, Return Receipt) of rejection to the seller or an agent of the seller. Section 4. This ordinance shall take effect ten days following its enactment. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this day of ,2013. THE CITY OF SEWARD, ALASKA Al Sponsored by: Planning and Zoning Commission Introduction: February 25, 2013 Public Hearing: March 11, 2013 Enactment: March 11, 2013 CITY OF SEWARD, ALASKA ORDINANCE 2013 -003 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, AMENDING THE ZONING DESIGNATION OF A SMALL PORTION, APPROXIMATELY THREE- FOURTH (3/4) OF AN ACRE, OF CITY OWNED LAND LOCATED WITHIN TRACT G OF THE WATER FRONT PARK BOUNDARY FROM HARBOR COMMERCIAL ZONING (HC) TO PARK (P) ZONING DISTRICT WHEREAS, administration hired Cline and Associates Land Surveyors to prepare a preliminary plat of the City owned lands, establishing the perimeter boundary of the historical area commonly known as Waterfront Park; and WHEREAS, by Resolution 2011 -037, dated May 23, 2011, Seward City Council recommended the Kenai Peninsula Borough Plat Committee approve the Waterfront Park replat; and WHEREAS, the Kenai Peninsula Borough approved the Waterfront Park Replat which was recorded as plat 2012 -04 in the Seward Recording District on June 8, 2012; and WHEREAS, located within the Tract G, Waterfront Park Replat is a relatively small, approximately three -fourth (') of an acre section of land, that is currently zoned Harbor Commercial (HC); and WHEREAS, the parcel known as Tract G of the Waterfront Park Replat, is located immediately south of Tract H which is commonly known as the South Harbor Uplands and east of the privately owned Harbor Light Apartments; and WHEREAS, the approximate three -fourth ( of an acre area, proposed in this rezone, has historically been used as a motor home camping area of Waterfront Park; and WHEREAS the Land Use Plan Map, the 2020 Comprehensive Plan and the Seward Strategic Plan all support Tract G, Waterfront Park be designated as Park Zoning; and WHEREAS, at the February 5, 2013 meeting, the Planning and Zoning Commission held a public hearing and recommended City Council approval of the proposed Zoning Map amendment included in this ordinance. CITY OF SEWARD, ALASKA ORDINANCE 2013 -003 NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, HEREBY ORDAINS that: Section 1. The official City of Seward Zoning Map is hereby amended changing the zoning designation of all lands within Tract G, of the Waterfront Park Subdivision to Park Zoning District. Section 2. This ordinance shall take effect ten (10) days following its enactment. ENACTED by the City Council of the City of Seward, Alaska, this 11 day of March 2013. THE CITY OF SEWARD, ALASKA David Seaward, Mayor AYES: NOES: ABSENT: ABSTAIN: ATTEST: Johanna Kinney, CMC City Clerk (City Seal) Agenda Statement r 4 O SEk► Meeting Date: March 11, 2013 � (,,' sp a To: City Council 1 4 �AS� P Through: Jim Hunt, City Manag: Throught: Ron Long, Assistant City anager From: Donna Glenz, Planner d Agenda Item: Ordinance 2013- 003 amending he zoning designation of less than 3/4 of an of City owned land located within Tract G of the Waterfront Park Replat BACKGROUND & JUSTIFICATION: Attached for the Seward City Council's approval is Ordinance 2013- CO3 amending the zoning designation of a small portion (less than three -fourth 1/4 acre) of Tract G, Waterfront Park Replat from Harbor Commercial (HC) to Park Zoning District (P). Administration hired Cline and Associates Land Surveyors to prepare a preliminary plat of the City owned lands, establishing the perimeter boundary of the historical area commonly known as Waterfront Park. By Resolution 2011 -037, dated May 23, 2011, Seward City Council recommended the Kenai Peninsula Borough Plat Committee approve the Waterfront Park replat. The Kenai Peninsula Borough approved the Waterfront Park Replat which was recorded as plat 2012 -04 in the Seward Recording District on June 8, 2012. The area known as Waterfront Park contains 106.97 acres having a legal description of Seward Original Townsite, Waterfront Park Replat. Tract G of the Waterfront Park is located at the North boundary, within the established park boundary. The area of Tract G, proposed in this rezone is located south of the South Harbor Uplands and east of the Harbor Lights Apartments. The small area of Harbor Commercial Zoning within Tract G is approximately 31,000 square feet, less than three - fourth (1/4) of an acre. The area has historically been used as a campground for summer visitors' motorhome parking. The surrounding zoning is Park on the East and South and Harbor Commercial to the West and North. Property use to the East is summer camping, parking and Resurrection Bay. To the South is Scheffler Creek better known as the "Fish Ditch" and Waterfront Park. To the West is an undeveloped alley containing a tree buffer and the back of the Harbor Lights Apartments. To the North is the driveway access to the South Harbor Uplands and open parking area. Seward City Code SCC § 15.01.035, Amendments, (b) (3) allows the consideration of this rezone because the land is contiguous to the requested Park Zoning District and is recommended by the Land Use Plan. The Land Use Map, as adopted by the 2020 Comprehensive Plan, designates the area requested for rezone as Park (P). As defined in SCC 15.05.025 (b)( (12) Parks district (P) is intended to designate park, recreation and commemorative property owned by the city, state or federal governments for recreation and other compatible public purposes. d INTENT: Rezone less than three -fourth (1/4) acre of Waterfront Park, Tract G from Harbor Commercial (HC) to Park (P). CONSISTENCY CHECKLIST: Yes No N/A Comprehensive Plan (2020): 2.0 Community Vision and Values for 2020 Recreation: "We value diverse, year- round, indoor and outdoor recreational 1. opportunities and facilities for residents and visitors of all ages and X socioeconomic backgrounds. (Bullet 4, page 12) Protect open space by ensuring that Waterfront Park is platted, zoned, and dedicated for park purposes in perpetuity Strategic Plan (1999): Recreation and Leisure(page 12) Protect Waterfront Open Space 2. (Bullet 1) Maintain Park Zoning designation throughout Waterfront X Park. 3 Seward Land Use Plan (2020 Comp Plan): Supports the Waterfront X Park area as Park (P) zoning. FISCAL NOTE: The City of Seward will have no costs associated with this amendment to the Zoning Map. Approved by Finance Department: �y ATTORNEY REVIEW: Yes I` No Staff Comments: Community Development staff has presented the zoning change to all department heads for review and discussion. All departments support the requested zoning changes. Public Comment: Property owners within three hundred (300) feet of the proposed rezone action were notified. Public notice signs were posted on the property, and all other public hearing requirements of Seward City Code §15. 01.040 were complied with. The Planning and Zoning Commission held a public hearing on February 5, 2013. No public comment was received during the public meeting. The Commission approved Resolution 2013 -01, recommending the Council approval of the rezone. One public comment was received in January 2013, in non - support of the rezone. This comment has been included in your packet. RECOMMENDATION: The Seward Planning and Zoning Commission recommends by P &Z Resolution 2013 -01: March 11, 2013: Council introduces Ordinance 2013- 003, amending the zoning designation of approximately three -fourth (%) of an acre of City owned land located within the Waterfront Park boundary, Tract G, Waterfront Park Replat from Harbor Commercial Zoning District (HC) to Park (P) Zoning District. March 26, 2013: Council conducts a public hearing and enacts Ordinance 2013- NO . a /111111111111111111111M4411k1"1111111111; ., .--*''' ' : - 4 *SI: ams '"� �� * � 4 Ha corn a "` 1,.;-=:•;t„,?:-,' � . • mg P. Q = . �r Green ,, U. Park Zo n ing x �3Y r1� 5 ' 'P,''t 11% ',' - --,. -,....„ - Harpo C omme rcia i Ha m °r fights artments to pa 0 P , v r itik - - ''', ' ..,., . i '-'4...A17,'.:'...< ' k ; ' - ",- . 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Harbor C om mercial Harbor Lights to Park Apartment i dIPP r .... r ` 1 4 1 . _ ,, 3 , „ , , 3, ---:-.,,, (0 ,..., e ) c. ; A n Q w Li- r t a hand Use MaP _ unc il 4rdin 203 /F s.M, N �� Heil M getin mr R ezo ne /& ° % ► Cr Cou 7:40 P. er Fr° 11 Pa+�k k w 1 Ntapp�ng Assistance M 2 at qal to Par atas� p tes+te a� p µabor COmmgrC 150 Feet p 3� Sponsored by: Staff CITY OF SEWARD, ALASKA PLANNING AND ZONING COMMISSION RESOLUTION 2013 -01 A RESOLUTION OF THE PLANNING AND ZONING COMMISSION OF THE CITY OF SEWARD, ALASKA, RECOMMENDING CITY COUNCIL APPROVE THE ATTACHED ORDINANCE AMENDING THE ZONING DESIGNATION OF A SMALL PORTION OF CITY OWNED LAND LOCATED WITHIN TRACT G OF THE WATERFRONT PARK REPLAT, FROM HARBOR COMMERCIAL (HC), TO PARK (P) WHEREAS, the Kenai Peninsula Borough approved the Waterfront Park Replat which was recorded as plat 2012 -04 in the Seward Recording District on June 8, 2012; and WHEREAS, located within Tract G, Waterfront Park Replat is a relatively small, less than three -fourth ( of an acre of land, that is zoned Harbor Commercial (HC); and WHEREAS, the parcel known as Tract G of the Waterfront Park Replat, is Located immediately south of Tract H which is commonly known as the South Harbor Uplands and east of the privately owned Harbor Light Apartments; and WHEREAS, the approximate three - fourth ( of an acre area, proposed in this rezone has historically been used as a motor home camping area of Waterfront Park, and WHEREAS, the Park Zoning District was established to provide areas for recreation and commemorative property owned by the City, state or federal governments for recreation and other compatible public purposes; and WHEREAS the Land Use Plan Map, the 2020 Comprehensive Plan and the Seward Strategic Plan all support Tract G, Waterfront Park be designated as Park Zoning; and WHEREAS, it is a goal of the Seward Comprehensive Plan to bring the Zoning Map into conformance with the Land Use Plan; and WHEREAS, the public notification process was complied with and the appropriate public hearing as required by Seward City Code § 15.01.040 was conducted by the Commission on February 5, 2013. 3� Seward Planning and Zoning Resolution 2013 -01 Page 2 of 2 1 NOW, THEREFORE, BE IT RESOLVED by the Seward Planning and Zoning Commission that: Section 1. The Seward Planning and Zoning Commission supports the proposed zoning changes and recommends the attached Ordinance 2013 -__ be forwarded to City Council for approval. Section 2. This resolution shall take effect immediately upon its adoption. PASSED AND APPROVED by the Seward Planning and Zoning Commission this 5th day of February 2013. THE CITY OF SEWARD, ALASKA 1 Sandi Roach', Ch AYES: Butts, Fleming, McClure, Roach' NOES: None ABSENT: Ecklund ABSTAIN: None VACANT: Two ATTEST: 4 i4. a 4 Itrtit---44/i/2 :T hanna Kinney; CMC ( city Clerk .0 , 3 % II 4 9110, 4, (City Seal) �� ®�► Sep °� � 4 � g. 4. ! as V. ! SEAL o FY I a b • ! O q ‘ 0 ,j�+,9 iY y84a4aKacro a rok City of Seward Alaska Planning Commission Minutes February 5, 2013 Volume 7, Page 4 New Business Items requiring a Public Hearing Resolution 2013 -01 of the Planning and Zoning Commission of the City of Seward, Alaska, recommending City Council approve the attached ordinance amending the zoning designation of a small portion of the City owned land located within Tract G of the Waterfront Park Replat, from Harbor Commercial (HC), to Park (P) Glenz noted the location of the proposed rezone, referring Commissioners to wall maps in the meeting room. The portion of property to be rezoned had been historically used as park. The proposed rezone was supported by the City Land Use Plan and City staff recommended the rezone. One public comment on the proposed rezone had been received, Glenz referred Commissioners to the letter, which was included in the meeting packet. Fleming asked why the proposed rezone was being done, since no development was planned and the property use was to remain the same. Glenz said the Waterfront Park was recently replated, and the property within that plat was to be rezoned to match the designations outlined in the City Land Use Plan. Fleming asked if it would be possible for a property developer to make use of the property in the future. Glenz said there were methods for proposing the use of various properties and the parcel could, potentially, be rezoned for development in the future. In response to Butts, Glenz stated there was no plan to develop the rezone area. She noted a development plan for the South Harbor Uplands had not been completed. Notice of public hearing being posted and published as required by law was noted and the public hearing was opened. There were no requests to be heard and the public hearing was closed. Motion (Butts/McClure) Approve Resolution 2013 -01 Butts said a development plan for the South Harbor Uplands was needed. Butts agreed that the parcel to be rezoned had historically been used as park. Fleming and McClure agreed the property use could change in the future, but he enjoyed the open space that the parcel provided. Roach' said she believe there would be better places for shops and said that seasonal visitors have enjoyed the open space. Motion Passed Unanimous a6 Donna Glenz From: Tom Tougas [mailto:tom(atmtalaska.com] Sent: Wednesday, December 26, 2012 3:55 PM To: Ron Long; Jim Hunt Cc: Mack Funk Subject: rezoning Harbor Commercial land to Park Ron and Jim, As you know P &Z is holding a public hearing January 3 on a resolution to rezone a fairly large piece of land between the Harbor Lights Apartments and the new uplands area from Harbor Commercial to Park. I'm not sure why this is being done NOW before the new uplands development plan has not been developed or adopted? I think this land should be included in the consideration of the Uplands site. As you know one of Seward's greatest weaknesses is the lack of private land available for small business development. Each Year in the budget there is discussion about how something like 68% of the land in the city is not taxable because it is owned by the City, the Fed's or the Alaska Railroad. If we are ever going to be serious about encouraging investment and innovation in Seward we need to address the "Choke Hold" that the City has on the land. I oppose this effort to rezone at this time unless it's part of a larger Harbor Development Plan. This might be a good location for Harbormaster office or shop rather than using high value Harbor Land for parking the Harbor fleet. I also think that the public notice that calls this area a "Small Portion of City Owned Land" is misleading! This is a large portion of the remaining Harbor Commercial Land. Unfortunately I will not be able to attend the P &Z meeting but I wanted to bring up these points now rather than later. Thanks Tom Spam Not spam Forget previous vote • • • 1 Sponsored by: Hunt CITY OF SEWARD, ALASKA RESOLUTION 2013 -014 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, AUTHORIZING THE CITY MANAGER TO SUBMIT A NEW ACCESS POINT GRANT APPLICATION FOR FEDERAL FUNDING TO ESTABLISH A COMMUNITY HEALTH CENTER TO SERVE THE SEWARD COMMUNITY WHEREAS, the Seward City Council passed Resolution 2010 -109 on November 8, 2010, authorizing the City's initial application for federally qualified community health center ( "FQHC ") new access point status on behalf of the community of Seward, and the City's application, while not funded in that grant cycle, scored one point lower than necessary to qualify for funding; and WHEREAS, Ordinance 2010 -008 was adopted by the Seward City Council on December 13, 2010, establishing the powers and duties of the Board of Directors charged with oversight of the newly created Seward Community Health Center ( "CHC "), with said board of directors' charter members identified in Resolution 2010 -122 ; and WHEREAS, the City Council appropriated $65,000 in Resolution 2011 -033 passed April 25, 2011, to fund startup costs of the new CHC, and approximately $55,000 of those funds remain to assist in the startup effort; and WHEREAS, on September 15, 2011, the City of Seward was notified that it was one of two communities in Alaska, and one of 129 organizations nationwide, to be awarded an $80,000 Affordable Care Act CHC Planning Grant for the purpose of improving Seward's position to achieve status as a federally qualified health center and those grants funds have been used to strengthen the next access point grant application; and WHEREAS, to submit an application for a new access point FQHC in Seward, both the co- applicant board of the Seward Community Health Center and the public entity's City Council must support the application for federal funding through the U.S. Department of Health and Human Services Health Resources and Services Administration ( "HRSA "). NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF SEWARD, ALASKA: Section 1. The City Manager is hereby authorized and directed to work with the board of directors of the Seward Community Health Center to submit a new access point grant application to HRSA on behalf of the community of Seward, for the purposes of seeking Federally Qualified Health Center status. CITY OF SEWARD, ALASKA RESOLUTION 2013 -014 Section 2. The Seward City Council hereby supports creation of a Community Health Center aimed at expanding access to primary health care for individuals in the Seward community who are uninsured, underinsured, or have difficulty accessing affordable health care. Section 3. This resolution shall take effect immediately upon its adoption. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 25 day of February 2013. THE CITY OF SEWARD, ALASKA David Seaward, Mayor AYES: NOES: ABSENT: ABSTAIN: ATTEST: Johanna Kinney, CMC City Clerk (City Seal) Zc COUNCIL AGENDA STATEMENT f/ se IIII Meeting Date: February 25, 2013 4. y I'a From: James Hunt, City Mana • - � \ 't � gtAS0 Agenda Item: Council Support for New Access Point Grant Application vs — To Achieve FQHC Status BACKGROUND & JUSTIFICATION: The Seward City Council authorized the creation of the Seward Community Health Center ( "CHC ") and Board when it enacted Ordinance 2010 -008 in December, 2010. The purpose of that Ordinance was to formalize the powers and duties of the board of directors who would be charged with overseeing the newly established Seward Community Health Center. The City of Seward is the co- applicant for federal funding to establish a Section 330 federally qualified health center in Seward. The other co- applicant is the Seward Community Health Center Board. That board has obtained approval as a stand -alone 501(c)3 entity and will operate independent of, but in cooperation with, the City of Seward, in carrying out the charge of managing the CHC. The purpose of this resolution is to authorize the City Manager to submit an application to the U.S. Department of Health & Human Services, Bureau of Primary Health Care, Health Resources Services Administration ( "HRSA ") New Access Point Grant Program, to seek approval as a Federally Qualified Health Center ( "FQHC "). This will be the second attempt by the CHC Board and the City to seek designation as an FQHC. The last application for federal funding fell one point shy of funding. The purpose of the FQHC program is to expand access to primary health care in Seward. The program requires a CHC to provide all required primary, preventive, enabling and health services either directly or through established written arrangements and referrals (see attached "Health Center Program Requirements "). The CHC will be required to serve patients regardless of their ability to pay, and federal funds are available to subsidize care for those who are uninsured or underinsured. There are significant benefits to the community from establishing a CHC, including: 1) reducing the burden on the hospital emergency room; 2) expanding healthcare to those who cannot afford to pay; 3) providing enabling services (case management, transportation, translation services, etc.); 4) less costly care for Medicare patients whose Medicare deductible costs are waived; 5) a voice (through the consumer - majority Board of Directors) in the operation of the center; 6) access to medical malpractice coverage under the Federal Tort Claims Act; 7) higher reimbursement rates for FQHCs from Medicaid; 8) cost -based (higher) reimbursement for services to Medicare patients; 9) drug pricing discounts under the 340B program (provides approximately 20 % -50% cost reduction on pharmaceuticals for safety -net providers); 10) federal loan guarantees for capital improvements; 11) access to loan reimbursement for providers; and other benefits. The creation of a CHC in Seward is expected to expand access to care, reduce the costs of primary care for all patients, improve opportunities for grant funding for primary care programs and capital needs, improve the bottom line of the hospital by reducing emergency room utilization for primary care, improve the financial performance of the clinic through reduction of overhead and higher reimbursement rates, and provide a more targeted focus on clinical efficiency and financial sustainability of clinic operations. 'A b CONSISTENCY CHECKLIST: Yes No N/A 1. Comprehensive Plan (document source here): pp. 12, 13, 56 X 2. Strategic Plan (document source here): p. 19 X 3. Other (list): 2010 Seward Primary Care Feasbility Study ATTORNEY REVIEW: Yes X No FISCAL NOTE: The costs of applying for FQHC status are being borne by the Seward Community Health Center through previous funding appropriated from the City Council. The initial $65,000 in startup cost funding is largely intact, with approximately $55,000 remaining, as the CHC Board has utilized funding from an $80,000 HRSA Planning Grant for program costs to -date. Approved by Finance Department: J2L�!! 44 e4w _ RECOMMENDATION: Council approve Resolution 2013- authorizing submission of a New Access Point grant application through the U.S. Department of Health and Human Services, Bureau of Primary Health Care, Health Resources and Services Administration, for the purpose of seeking recognition as a Federally Qualified Health Center. Updated October 2012 Health Center Program Requirements Health centers are non- profit private or public entities that serve designated medically underserved populations /areas or special medically underserved populations comprised of migrant and seasonal farmworkers, the homeless or residents of public housing. A summary of the key health center program requirements is provided below. For additional information on these requirements, please review: • Health Center Program Statute: Section 330 of the Public Health Service Act (42 U.S.C. §254b) • Program Regulations (42 CFR Part 51c and 42 CFR Parts 56.201- 56.604 for Community and Migrant Health Centers) • Grants Regulations (45 CFR Part 74) Summary of Key Health Center Program Requirements NEED 1. Needs Assessment: Health center demonstrates and documents the needs of its target population, updating its service area, when appropriate, (Section 330(k)(2) and Section 330(k)(3)(!) of the PHS Act) SERVICES 2. Required and Additional Services: Health center provides all required primary, preventive, enabling health services and additional health services as appropriate and necessary, either directly or through established written arrangements and referrals. (Section 330(a) of the PHS Act) Note: Health centers requesting funding to serve homeless individuals and their families must provide substance abuse services among their required services (Section 330(h)(2) of the PHS Act) 3. Staffing Requirement: Health center maintains a core staff as necessary to carry out all required primary, preventive, enabling health services and additional health services as appropriate and necessary, either directly or through established arrangements and referrals. Staff must be appropriately licensed, credentialed and privileged. (Section 330(a)(1), (b)(1) -(2), (k)(3)(C), and (k)(3)(I) of the PHS Act) 4. Accessible Hours of Operation /Locations: Health center provides services at times and locations that assure accessibility and meet the needs of the population to be served. (Section 330(k)(3)(A) of the PHS Act) 5. After Hours Coverage: Health center provides professional coverage for medical emergencies during hours when the center is closed. (Section 330(k)(3)(A) of the PHS Act and 42 CFR Part 51c.102(h)(4)) 6. Hospital Admitting Privileges and Continuum of Care: Health center physicians have admitting privileges at one or more referral hospitals, or other such arrangement to ensure continuity of care. In cases where hospital arrangements (including admitting privileges and membership) are not possible, health center must firmly establish arrangements for hospitalization, discharge planning, and patient tracking. (Section 330(k)(3)(L) of the PHS Act) L\ra\ 2 Summary of Key Health Center Program Requirements 7. Sliding Fee Discounts: Health center has a system in place to determine eligibility for patient discounts adjusted on the basis of the patient's ability to pay. • This system must provide a full discount to individuals and families with annual incomes at or below 100% of the Federal poverty guidelines (only nominal fees may be charged) and for those with incomes between 100% and 200% of poverty, fees must be charged in accordance with a sliding discount policy based on family size and income.* • No discounts may be provided to patients with incomes over 200 % of the Federal poverty guidelines.* • No patient will be denied health care services due to an individual's inability to pay for such services by the health center, assuring that any fees or payments required by the center for such services will be reduced or waived. (Section 330(k)(3)(G) of the PHS Act, 42 CFR Part 51c.303(f)), and 42 CFR Part 51c.303(u)) 8. Quality Improvement /Assurance Plan: Health center has an ongoing Quality Improvement /Quality Assurance (QI /QA) program that includes clinical services and management, and that maintains the confidentiality of patient records. The QI /QA program must include: • a clinical director whose focus of responsibility is to support the quality improvement /assurance program and the provision of high quality patient care;* • periodic assessment of the appropriateness of the utilization of services and the quality of services provided or proposed to be provided to individuals served by the health center; and such assessments shall: * o be conducted by physicians or by other licensed health professionals under the supervision of physicians;* o be based on the systematic collection and evaluation of patient records;* and o identify and document the necessity for change in the provision of services by the health center and result in the institution of such change, where indicated.* (Section 330(k)(3)(C) of the PHS Act, 45 CFR Part 74.25 (c)(2), (3) and 42 CFR Part 51c.303(c)(1 -2)) MANAGEMENT AND FINANCE 9. Key Management Staff: Health center maintains a fully staffed health center management team as appropriate for the size and needs of the center. Prior approval by HRSA of a change in the Project Director /Executive Director /CEO position is required. (Section 330(k)(3)(I) of the PHS Act, 42 CFR Part 51c.303(p) and 45 CFR Part 74.25(c)(2),(3)) 10. Contractual /Affiliation Agreements: Health center exercises appropriate oversight and authority over all contracted services, including assuring that any subrecipient(s) meets Health Center program requirements. (Section 330(k)(3)(I)(ii), 42 CFR Part 51c.303(n), (t)), Section 1861(aa)(4) and Section 1905(1)(2)(6) of the Social Security Act, and 45 CFR Part 74.1(a) (2)) 11. Collaborative Relationships: Health center makes effort to establish and maintain collaborative relationships with other health care providers, including other health centers, in the service area of the center. The health center secures Ietter(s) of support from existing health centers (section 330 grantees and FQHC Look - Alikes) in the service area or provides an explanation for why such Ietter(s) of support cannot be obtained. (Section 330(k)(3)(B) of the PHS Act and 42 CFR Part 51c.303(n)) NOTE: Portions of program requirements notated by an asterisk " *" indicate regulatory requirements that are recommended but not required for grantees that receive funds solely for Health Care for the Homeless (section 330(h)) and /or the Public Housing Primary Care (section 330(i)) Programs. 3 Summary of Key Health Center Program Requirements 12. Financial Management and Control Policies: Health center maintains accounting and internal control systems appropriate to the size and complexity of the organization reflecting Generally Accepted Accounting Principles (GAAP) and separates functions appropriate to organizational size to safeguard assets and maintain financial stability. Health center assures an annual independent financial audit is performed in accordance with Federal audit requirements, including submission of a corrective action plan addressing all findings, questioned costs, reportable conditions, and material weaknesses cited in the Audit Report. (Section 330(k)(3)(D), Section 330(q) of the PHS Act and 45 CFR Parts 74.14, 74.21 and 74.26) 13. Billing and Collections: Health center has systems in place to maximize collections and reimbursement for its costs in providing health services, including written billing, credit and collection policies and procedures. (Section 330(k)(3)(F) and (G) of the PHS Act) 14. Budget: Health center has developed a budget that reflects the costs of operations, expenses, and revenues (including the Federal grant) necessary to accomplish the service delivery plan, including the number of patients to be served. (Section 330(k)(3)(D), Section 330(k)(3)(I)(i), and 45 CFR Part 74.25) 15. Program Data Reporting Systems: Health center has systems which accurately collect and organize data for program reporting and which support management decision making. (Section 330(k)(3)(I)(ii) of the PHS Act) 16. Scope of Project: Health center maintains its funded scope of project (sites, services, service area, target population and providers), including any increases based on recent grant awards. (45 CFR Part 74.25) GOVERNANCE NOTE: Portions of program requirements notated by an asterisk " *" indicate regulatory requirements that are recommended but not required for grantees that receive funds solely for Health Care for the Homeless (section 330(h)) and /or the Public Housing Primary Care (section 330(i)) Programs. yLA 4 Summary of Key Health Center Program Requirements 17. Board Authority: Health center governing board maintains appropriate authority to oversee the operations of the center, including: • holding monthly meetings; • approval of the health center grant application and budget; • selection /dismissal and performance evaluation of the health center CEO; • selection of services to be provided and the health center hours of operations; • measuring and evaluating the organization's progress in meeting its annual and Tong -term programmatic and financial goals and developing plans for the Tong -range viability of the organization by engaging in strategic planning, ongoing review of the organization's mission and bylaws, evaluating patient satisfaction, and monitoring organizational assets and performance;* and • establishment of general policies for the health center. (Section 330(k)(3)(H) of the PHS Act and 42 CFR Part 51c.304) Note: In the case of public centers (also referred to as public entities) with co- applicant governing boards, the public center is permitted to retain authority for establishing general policies (fiscal and personnel policies) for the health center (Section 330(k)(3)(H) of the PHS Act and 42 CFR 51c.304(d)(iii) and (iv)). Note: Upon a showing of good cause the Secretary may waive, for the length of the project period, the monthly meeting requirement in the case of a health center that receives a grant pursuant to subsection (g), (h), (1), or (p). (Section 330(k)(3)(H) of the PHS Act) 18. Board Composition: The health center governing board is composed of individuals, a majority of whom are being served by the center and, this majority as a group, represent the individuals being served by the center in terms of demographic factors such as race, ethnicity, and sex. Specifically: • Governing board has at least 9 but no more than 25 members, as appropriate for the complexity of the organization.* • The remaining non - consumer members of the board shall be representative of the community in which the center's service area is located and shall be selected for their expertise in community affairs, local government, finance and banking, legal affairs, trade unions, and other commercial and industrial concerns, or social service agencies within the community.* • No more than one half (50 %) of the non - consumer board members may derive more than 10% of their annual income from the health care industry.* Note: Upon a showing of good cause the Secretary may waive, for the length of the project period, the patient majority requirement in the case of a health center that receives a grant pursuant to subsection (g), (h), (i), or (p). (Section 330(k)(3)(H) of the PHS Act and 42 CFR Part 51c.304) 19. Conflict of Interest Policy: Health center bylaws or written corporate board approved policy include provisions that prohibit conflict of interest by board members, employees, consultants and those who furnish goods or services to the health center. • No board member shall be an employee of the health center or an immediate family member of an employee. The Chief Executive may serve only as a non - voting ex- officio member of the board.* (45 CFR Part 74.42 and 42 CFR Part 51c.304(b)) NOTE: Portions of program requirements notated by an asterisk " *" indicate regulatory requirements that are recommended but not required for grantees that receive funds solely for Health Care for the Homeless (section 330(h)) and /or the Public Housing Primary Care (section 330(i)) Programs. • 1�' , of sett. Its 4 �A51R P AGENDA STATEMENT Meeting Date: February 25, 2013 From: Johanna Kinney, City Clerk V Agenda Item: Non - objection to the Renewa of Liquor License # 1245 for Yukon Bar BACKGROUND & JUSTIFICATION: The City Council has an opportunity to object to the renewal of Beverage Dispensary Liquor License # 1245 for Yukon Bar. 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 Beverage Dispensary Liquor License #1245 for Yukon Bar. L-V° r y Of Sett, u . �1A51N MEMORANDUM Date: February 7, 2013 To: Michelle Endresen Finance /Leases Kari Atwood Finance /Public Utilities Chief Tom Clemons Police Department Chief David Squires Fire Department From: Brenda Ballou, Deputy City Clerk RE: Verifying Compliance For The Renewal Of Liquor License Application 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: Yukon Bar Type of License: Beverage Dispensary License Number: 1245 Department Status Initials Finance /Leases ) C` Finance /Utilities C}, Police Chief ©it ad Fire Chief �� %/- 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 4t Email: assemblyclerk @borough.kenai.ak.us JOHNI BLANKENSHIP, MMC BOROUGH CLERK February 6, 2013 Ms. Christine Lambert Records & Licensing Supervisor Alcoholic Beverage Control Board 5848 E. Tudor Road Anchorage, Alaska 99507 -1286 RE: Non - Objection of License Renewal Business Name Yukon Bar License Type Beverage Dispensary License Location ▪ City of Seward License No. ▪ 1245 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 or k ei y% ta THE STATE Department of Commerce, Community, ALA }(A and Economic Development s _ _ ALCOHOLIC BEVERAGE CONTROL BOARD ~ � Y r Road -''-" C GOVERNOR `,it�,1'�; I':1k,� "I 1.3. 5848 E. Tudor Anchorage, Alaska 99507 © ALAS Main: 907.269.0350 Chris Lambert: 907.269.0359 TDD: 907.465.5437 Fax: 907.272.9412 January 22, 2013 RE: Liquor License Renewal Notice Attn: Homer City Clerk Kenai City Clerk Kachemak City Clerk Seldovia City Clerk Seward City Clerk Soldotna City Clerk Kenai Peninsula Borough Clerk HOMER Type: Beverage Dispensary Lic #: 645 DBA Name: Land's End Service Location: 4786 Homer Spit Road Owner: Land's End Acquisition Corporation Mailing Address: 4786 Homer Spit Road, Homer, AK 99603 Type: Recreational Site Lic #: 2101 DBA Name: Kachemak Bowl Service Location: 672 East End Road Owner: Mark Cooper Mailing Address: 4023 Pennock Street, Homer, AK 99603 Type: Package Store Lic #: 4432 DBA Name: Rum Locker Service Location: 276 Olsen Lane Suite #3 Owner: MSA Inc. Mailing Address: 369 E Pioneer Ave., Homer, AK 99603 Type: Package Store Lic #: 479 DBA Name: The Grog Shop Service Location: 369 E Pioneer Ave. Owner: MSA Inc. Mailing Address: 369 E Pioneer Ave., Homer, AK 99603 Type: Package Store Lic #: 2313 DBA Name: Anchor River Inn Service Location: 34358 Old Seward Hwy. Owner: Anchor River Inn Inc. Mailing Address: PO Box 154, Anchor Point, AK 99556 Type: Restaurant Eating Place - Seasonal Lic #: 4470 DBA Name: Alaska Center for Creative Renewal Service Location: Lot 4 USS 4734 Homer Recording District Owner: Alaska Center for Creative Renewal LLC Mailing Address: PO Box 6448, Halibut Cove, AK 99603 Type: Restaurant Eating Place - Seasonal Lic #: 4282 DBA Name: Kenai Riverside Lodge Service Location: 16520 Sterling Hwy. Owner: Alaska Wildland Adventures Inc. Mailing Address: PO Box 389, Girdwood, AK 99587 SELDOVIA Type: Beverage Dispensary Lic #: 656 DBA Name: Linwood Bar Service Location: 257 Main Street Owner: Miller & Miller Inc. Mailing Address: 17501 Mt. McKinley Dr., Anchorage, AK 99516 Type: Package Store Lic #: 657 DBA Name: Linwood Liquor Store Service Location: 257 Main Street Owner: Miller & Miller Inc. Mailing Address: 17501 Mt. McKinley Dr., Anchorage, AK 99516 SEWARD Type: Beverage Dispensary Lic #: 1245 DBA Name: Yukon Bar Service Location: 201 Fourth Ave. Owner: Yukon Tender Inc. Mailing Address: PO Box 992, Seward, AK 99664 0 6 CITY OF SEWARD, ALASKA APPLICATION FOR THE SEWARD PLANNING AND ZONING COMMISSION NAME: f 4 /Z- ` /a5— STREET ADDRESS: /0 / Z-U , //tie MAILING ADDRESS: 4X ? 3 HOME TELEPHONE: G/ j( (6 7 BUSINESS PHONE: E -MAIL ADDRESS: &Az 4S ‘ „0erAX: HOW LONG IN THE CITY LIMITS OF SEWARD: 2C- -f PRESENLY EMPLOYED AS: G, r f g /04"/ / /'t/ , /44 v' fl/ List any special training, education or background you have which may help you as a member of the Commission. Have you ever developed real property, other than your own personal residence? If so, briefly describe the development: I am specifically interested in serving on tl e Planning and Zoning Commission because: Have you ever served on a similar commission elsewhere? or No If so, where? 14.) And when? Are you available for meetings Tuesday evenings? 7 5 If appointed, are you willing to travel: Often "6ccasionally Rarely Never ;/' Signature Date �1 CITY OF SEWARD, ALASKA APPLICATION FOR THE SEWARD PLANNING AND ZONING COMMISSION NAME: Q.i'tC1 -V' CL) �L •C>C� 'L� STREET ADDRESS: , ' 04 a e .c r ` T MAILING ADDRESS: l ` a T3oX 3 J / S cur-f HOME TELEPHONE: .202 1 -.2_61 BUSINESS PHONE: q 5 arid t e. 7 E -MAIL ADDRESS: Se )&rcE n el FAX: -- HOW LONG IN THE CITY LIMITS OF SEWARD: c2 D yrs • PRESENLY EMPLOYED AS: QQ - )e ra l oi'?S Si v V I sv r - & - s t 5 coLeit List any special training, education or background you have which may help you as a member of the Commission. .5 e_ v ra.L gear or, P4-2 . eltrr"erril j a s i - ktLi73 rSSr6r) er Have you ever developed real property, other than your own personal residence? If so, briefly describe the development: Afn I am specifically interested in serving on the Planning and Zoning Commission because: -L �O V e'_ Se 4,cc. v-ee ! Have you ever served on a similar commission elsewhere? le,r No If so, where? r And when? eu rv'ev> Are you available for meetings Tuesday evenings? Ve. S If appointed, are you willing to travel: Often Occasionally X Rarely Never .2- /9 Signature Date 28- LS0323 \A HOUSE BILL NO. 75 IN THE LEGISLATURE OF THE STATE OF ALASKA TWENTY- EIGHTH LEGISLATURE - FIRST SESSION BY REPRESENTATIVES SEATON, Kawasaki, Thompson Introduced: 1/18/13 Referred: State Affairs, Finance A BILL FOR AN ACT ENTITLED 1 "An Act repealing certain audit requirements for entities receiving contributions from 2 permanent fund dividends; requiring each campus of the University of Alaska to apply 3 to be included on the contribution list for contributions from permanent fund dividends; 4 and requiring a university to pay an application fee for each campus separately listed on 5 the contribution list for contributions from permanent fund dividends." 6 BE IT ENACTED BY THE LEGISLATURE OF THE STATE OF ALASKA: 7 * Section 1. AS 43.23.062(0 is amended to read: 8 (0 The department shall charge an application fee of $250 for each 9 educational organization, community foundation, [OR] charitable organization, or 10 university campus that files an application under (d) or (m) of this section. The 11 application fees shall be separately accounted for under AS 37.05.142. The annual 12 estimated balance in the account maintained under AS 37.05.142 for application fees 13 collected under this subsection may be appropriated for costs of administering this HB0075a -1- HB 75 New Text Underlined (DELETED TEXT BRACKETED] �3 28- LS0323\A 1 section. 2 * Sec. 2. AS 43.23.062 is amended by adding a new subsection to read: 3 (m) The University of Alaska must apply separately for each campus to be 4 listed on the contribution list for the current dividend year in the manner prescribed by 5 the department. 6 * Sec. 3. AS 43.23.062(d)(8) is repealed. HB 75 -2- HB0075a New Text Underlined (DELETED TEXT BRACKETED] .`t; • Main Office (907) 224 -4050 • Police (907) 224 -3338 CITY OF SEWARD • i;sk. • Harbor (907) 224 -3138 P.O. Box 167 Fire (907) 224 -3445 410 Adams Street 3 414 ; ri • City Clerk (907) 224 -4046 w • Community Development (907) -4049 Seward, Alaska 996640167 �,,� .: , .. y p ( } 224 • Utilities (907) 224 -4050 • Fax (907) 224 -4038 February 5, 2013 Honorable Representative Wilson, Co- sponsors, and Members of the Energy Committee, The City and citizens of Seward share your concerns about the high cost of energy in Alaska, and its effect on family budgets. We also share a desire to find solutions that will help residents reduce those costs, regardless of what their fuel source may be. The low cost loan proposed in HB 35 will be a significant positive step, allowing families to adapt their homes to cleaner and more efficient heating systems in an affordable way and reduce the amount of fuel consumed. The bill also makes the program available to families utilizing a newly available fuel source to them when they might not otherwise be able to afford the new equipment. The safeguards incorporated into the legislation would determine and quantify cost savings for the homeowner, and prevent abuse for the loan fund and the State. We appreciate your bringing this bill forward, believe it to be in the best interest of the State, and urge adoption by the Legislature. Sincerely, Mayor David Seaward City of Seward, Alaska ■ � d o o P CD al., i n r , O o ( , .. ,.., . .... ... o 4 . .. , ,, .... ,..-_, ,. ,... -- )- l'it (-) 1 r- :.,, - . s r ...,, . ... ..„.., .,....._ ,...t r() N rt, . . . cip o 0 . tri N U H �.�. " CD Piall ... o�� 7 4 1-8 d Pd t t illil l . . . 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