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CITY OF SEWARD,ALASKA
RESOLUTION 2012-017
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD,
ALASKA, AMENDING THE CITY OF SEWARD'S CALENDAR YEAR
2012 STATE LEGISLATIVE PRIORITIES
WHEREAS, the City annually compiles a list of projects or issues that are identified as
top state legislative priorities; and
WHEREAS, the list of projects is compiled and distributed to the State of Alaska
Legislature, Kenai Peninsula Borough, and City of Seward lobbyist; and
WHEREAS, this resolution validates projects, prioritizes needs, and focuses the efforts
of City Administration in its lobbying efforts; and
WHEREAS,the passage of this resolution occurs through a public process; and
WHEREAS, all projects on this list are consistent with the City Comprehensive and
Strategic Plans;and
• WHEREAS, this resolution is an amendment of the City of Seward 2012 State
Legislative Priorities established in Resolution 2011-083.
NOW, THEREFORE, BE ,IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF SEWARD,ALASKA, that: -
Section 1. The following list of legislative projects is hereby declared to be the official
amended legislative priority list of the City of Seward for the 2012 State of Alaska legislative
session:
1. STATE FUNDED PROJECTS
A.PUBLIC FACILITIES
(1) $575,000 to refurbish the Lowell Canyon 400,000 gallon water tank.
(2)' $2.5 million for constructing a 100' x 80' metal building to replace and relocate our
existing public works shop (City will provide land for the new building).
(3) $2 million for expanding`the Providence Seward Hospital Medical Clinic, moving
the CT scanner into the facility, increasing backup generator capacity, and
improving space for primary health care (City provides $500 thousand annually for
hospital financing of capital improvements).
(4) $500,000 for Alaska SeaLife Center building system replacement, to replace core
building control-and security systems.
(5) $250,000 for Alaska SeaLife Center Ozonation system replacement.
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CITY OF SEWARD,ALASKA
RESOLUTION 2012-017
B.PORT,HARBOR,AND INDUSTRIAL AREA
(1) $52.75 million for extending the Seward Marine Industrial Center basin breakwater
to improve and increase ship moorage and loading capacity, and barge landings for
the Coastal Villages Fishing Fleet move from Seattle to Alaska.
(2) Full funding ($23 Million) for the State of Alaska, Department of Transportation
and Public Facilities, Municipal Harbor Grant Program to provide ($1.1 million)
matching funds to replace "D"Float in the Seward Small Boat Harbor.
(3) $101,000 for engineering and design to replace failing infrastructure in the Seward
Small Boat Harbor including A, B, C, and S Floats.
(4) $500,000 to pave the apron and add a wash down pad at the 50 ton travel lift.
(5) $1.5 million for storm water discharge infrastructure that includes a security fence
around the city vessel storage area at the Seward Marine Industrial Center.
(6) $4.5 million for adding moorage (T, U, and V floats) along the north side of the
Seward Small Boat Harbor.
(7) $1.7 million for doubling the railway capacity of the ship lift (syncrolift) and
associated upland improvements to meet new requirements for repair work on Coast
Guard vessels at the Seward Marine Industrial Center.
(8) $100,000 for a card-lock crane at the travel lift dock.
C.ELECTRIC
(1) $4.0 million to complete the third and final phase of modernizing the emergency
back-up generation facility in Seward, including generator relocation, switching and
synchronization gear, grid integration and warehouse space. (This language should
be in the CAPSIS form already submitted.)
(4)(2) $1.5 million to repair and replace one mile of transmission line into the Fort
Raymond Substation with 115kV compatible equipment (this is a project supported
by the Alaska Railbelt Cooperative Transmission and Electric Company —
ARCTEC — because the current condition of the transmission line exceeds the
estimated life expectancy of 50-years).
area.
(3) $450,000 for installing automatic electrical metering equipment to improve
customer service, outage management, and load management(the City will provide
a 100% match of$150,000 to complete the project).
(4) $85,000 for establishing improvements to redundant capabilities for providing
electrical power during emergencies, such as a tsunami, to the downtown and
hospital area of Seward (the City will provide a 100%o match of $85,000 for the
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CITY OF SEWARD,ALASKA
RESOLUTION 2012-017
project).
D.ROADS, STREETS,AND ADA ACCESIBILITY
(1) $100,000 for improving City ADA accessibility.
(2) $2.25 million for Seward Community Roads for repaving road surfaces,
reconstructing sidewalks, and improving roadway drainage systems.
(3) $2.496 million for design, engineering, construction, and protection from coastal
erosion for the Lowell Point Road in the City of Seward(this road provides the sole
land access to critical public infrastructure, state parks, and a Kenai Peninsula
Borough residential housing area).
E.PUBLIC SAFETY
(1) $6 million'for a replacement Seward Fire Station(City will provide a match of land).
(2) $25 million for a replacement Public Safety Building for Courthouse, Jail and Police
and State agencies enforcement headquarters (City will provide a match of land).
(3) $450,000 for a rescue truck.
2. CRUISE SHIP HEAD TAX OR CRUISE SHIP GAMBLING TAX
(1) $200,000 to continue the seasonal shuttle bus for cruise ship passengers.
(2) $1.31 million for Seward Dock Enhancements: Includes $450,000 for a cruise ship
baggage conveyor system, $360,000 a covered walkway at the Train Station,
$150,000 for a second mooring bollard to accommodate a second cruise ship and
$200,000 for extending the dock security lighting.
(3) $300,000 for improving the cruise ship pedestrian corridor between the Alaska
Railroad Terminal Vand Cruise Ship Terminal.
(4) $220,000 for West Dock Maintenance and Repair. Includes repair of piles with
severe corrosion for $100,000, repair of the cathodic protection system for $50
thousand,repair of sewer system$30,000, $15,000 for camel and fender repairs and .
miscellaneous repairs $25,000).
(5) $500,000 for building and parking upgrades to the Lindsey Intermodal Facility.
(6) $75,000 for' Seward Emergency Services operational response to cruise ship
passengers and cruise ship emergencies.
3.STATEWIDE PROJECTS
(1) $2 million for dock improvements and dredging at the Seward Marine Center to
prepare for the R/V Sikuliaq. .
(2) $155,000 in the Department of Corrections Operating Budget to add an emergency
wastewater bypass (with valves and piping) to keep the Spring Creek Correctional '
Facility sewage system operational in the event of a system failure.
(3) $300,000 to improve the access to the Seward Airport across the railroad tracks.
CITY OF SEWARD,ALASKA
RESOLUTION 2012-017
(4) $9.6 million for Phase 1 of the East Dock Extension: 300 feet to improve access for
cruise ships. Phase 2 would include an additional 200 feet extension for $6.4
million.
4.BENEFICIAL LEGISLATION
(1) Support the passage of House Bill 184 reallocating the fish tax to provide a greater
share to local municipal governments.
(2) Legislative support for increased cash infusion into PERS/TRS retirement system in
order to offset unfunded retirement system liabilities, to make future contribution
rates more affordable for the State and local governments.
(3) Appropriation for upgrading Seward Highway (MP 18-25.5) in the State
Transportation Improvement Program (STIP).
(4) Appropriation for upgrading Seward Highway (MP 25.5-36) in the STIP.
(5) Appropriation for upgrading the Sterling Highway (MP 45-60) in the STIP.
(6) Support for continuing Medicaid programs and capital cost reimbursement at not
less than current year funding levels.
(7) Return of service to Seward by the State Ferry Tustumena.
(8) Alternative Energy Programs that encourage and fund participation by the City and
its electrical utility customers.
Section 2. This resolution shall take effect immediately upon its adoption.
PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this
27th day of February,2012.
THE CITY OF SEWARD,ALASKA
David Seaward,Mayor
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST:
Johanna Kinney
City Clerk, CMC
(City Seal)
1 ...,. . . 61/13,-- M-N. ,
And the hardworking women,
who are all too often relegated to WORKSHOP about important issues and events
before they read about them in
clerical positions: How much are 1. the newspapers. Staff should com-
the good solid jobs they do day in Clear Expectations municate regularly and systemati-
and day out worth? What about Are Key to Successful cally,providing all councilmembers
the police dispatcher who tries to Council/Staff with an equitable and consistent
calm a screaming mother who has level of information.
panicked about her choking child, Relationships Implementation of council pol-
and won't give her address?And icy. Staff should faithfully imple-
the librarian who teaches a child Serving as an effective link be- ment the council's intent,follow-
to use the reference files?The tween the council and staff may ing through on all instructions and
secretaries who must cope with be the most important role of a lo- reporting back progress and results.
irate citizens who need someone cal government manager. Councils Performance and professional-
to vent their wrath on? and staff often have legitimate ism. Local government profes-
We count so much on these but divergent views, which are a sionals are highly trained; the
people to handle emergencies, like natural consequence of the per- council should be able to expect
resuscitating heart attack victims spectives from which each group professionalism, good manners, se-
and putting out fires, and to do views the world.The manager of- rious effort, and high-quality work
undesirable work such as cleaning ten serves as a translator and from staff. Because their behavior
pens in an animal shelter, opening facilitator, ensuring that the coun- reflects on the agency,staff mem-
clogged sewer lines,and making cif and staff work as a team and bers should conduct themselves
next-of-kin calls for traffic fatali- that natural differences of per- with dignity on and off the job.
ties. Yet why do we perpetuate spective don't detract from corn- Public service professionals should
the myth that they are second mon goals. feel and demonstrate dedication.
class? One needs to ask, "What Realistic and appropriate mu- Creativity. The staff should be
would we do without them?" tual expectations are fundamental resourceful and innovative in its
City hall workers are neither to the success of council/staff re- approach to problems.To thrive
lazy nor stupid. They are the lations. While the guidelines that in the eighties,local governments
• same as the rest of the world, sus- follow are neither new nor earth- need energetic and creative pea
'ceptible to pressures, anxieties, shaking, they can serve as a broad ple in leadership positions. The
motivations,fears,and whatever basis for the review and discussion council should not only expect in-
else affects the behavior of all of council/staff relations. novation from staff but should
working people. But most of all, also applaud it.
like the rest of us, they are good What councils can(and should) The policy-making prerogative.
people who work hard. expect from professional staff Staff should be able to distinguish
Still,the question remains: Complete staff work. The staff is between what is policy and what
"Why can't the public give these paid to analyze information and to is not. Policy matters should be
people their due?" Is it ignorance, make policy recommendations to brought to the council for consid-
stereotyping, callousness, or some ,, the council.The council isn't obli- eration, and the resulting decision
combination thereof?Is it bitter- gated to agree with each staff rec- should be conscientiously imple-
ness, or simply a feeling that by ommendation, but it is entitled to mented. If it is unclear whether a
virtue of paying taxes we "own" a the benefit of one. (Exceptions to matter is a policy issue, it is best
cop or street maintenance worker? this rule are areas considered to assume that it is and bring it
I don't believe it is any of this. strictly council prerogative.)The before the council.
My theory is that it is the myth. council, manager, and staff should Loyalty. The staff works for the
• America is a country of research- all understand when a recommen- council and should support the
ers and writers, but I have yet to dation is expected and what con- council in every reasonable way in
read any legitimate empirical stitutes complete staff work. dealing with other agencies, em-
data that support the idea that Making hard decisions easier. ployees, the press, etc.Negative
front-line workers at city hall "A problem clearly stated is half comments can seriously damage
aren't willing to work as hard as solved."The staff has the time the trust on which good council/
other folk. When I do, I'll con- and expertise to wade through the staff relations are founded.
cede my argument. Until then, I vast detail that surrounds a corn- Long-term planning. The daily
hope the critics of city hall work- plicated matter; it is the staff's brushfires of local government
i ers will withdraw theirs. PM job to analyze complex problems call for quick, pragmatic re-
I and identify issues and alterna- sponses, but time must be made
I —William E.Kirchhoff tives. for strategic management.The
City Manager Communication. Council- staff should give adequate atten-
Arlington,Texas members have a right to know tion to long-term planning, par-
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20 PM February 1987
II
i .
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i3'
i3'' titularly in areas such as financial signments should be directed to staff member should never be rep-
CI management and capital facilities. the manager and should originate rimanded in public;if a problem
14 The council/manager plan. in a consensus of the council, not arises, the council should alert the
.t Both the staff and the council with individual councilmembers. manager, who can then handle the
j must respect the lines of authority Councilmembers should contact situation quietly and privately.
laid out in the plan. Staff mem- staff directly only when the fur- The council should also respect
t
bers hold a strategic position, pose is to communicate informa- the staff's administrative and
t from which it is possible to under- tion—e.g., to report on conditions technical expertise. Although it
P.
, mine council's policy prerogative, or describe a problem. Individual may not choose to accept a staff
but to do so fosters mistrust. councilmembers should not con- recommendation, there is no need
Responsiveness to citizens. Lo- tact staff with special requests. to be harshly critical of the rec-
cal government exists to serve the Setting priorities. When the ommendation in order to justify
public, and staff can reasonably council barks, the staff jumps— selecting another course.
be expected to be responsive to but only so much work can be un- The council and the staff will
t citizens' needs. Just as the staff dertaken at one time, and the function best as a team if the
communicates regularly and ef- council should bark only when it council is forthright in dealing
fectively with the council, it is important. When the volume of with the staff, creating trust and
should communicate with citizens work exceeds available staff time, cooperation.
and solicit their views. Complaints the councils should set clear prior- Councilmembers should try to
A should be handled quickly and ities—and authorize outside assis- be problem solvers, not just crit-
44
io systematically. tance if necessary. ics. Although criticism is some-
l'. ,11 Teamwork. The council should times necessary, it should be
What the staff can(and should) work as a team and should view placed in a constructive context.
expect from the council itself as part of a team that in- Responsiveness to new ideas.
Hiring—and keeping—top-qua!- cludes staff. Councils should sup- Creative staff work should be en-
ity employees. The council should port and encourage team-building couraged and supported by the
be willing to pay a competitive activities, perhaps including the council. As long as new ideas
I`-Iwage so that the best possible use of an outside facilitator to have been carefully thought
staff can be hired and retained. conduct team-building sessions. through, the council should not be
Stinginess in compensation usu- Performance goals and evalua- afraid to try innovative sugges-
ally proves to be "penny wise and tions. Expecting and rewarding tions from staff.
#3 _pound foolish."The council high performance is contagious; Leadership. The behavior of
I* should also support open and com- staff members are more likelyto councilmembers—both in public
)!;,1% PP P
1 petitive recruitment when it is perform well if they feel that ex- and in private—should reflect the
l
..c clear that quality would be corn- cellence is what is expected of trust placed in them as leaders of
fpromised by a strict policy of pro- them—and if the council notices the community. In dealing with
qi;• moting from within. and supports achievement. staff, councilmembers should
II[ Clear policy direction. The in- The council should periodically keep in mind that they are deal-
1 tent of council policy should be evaluate its own effectiveness, ing with employees who look to
i stated clearly and unambiguouslY• communication roles, expecta- them for guidance and support.
Staff members cannot properly •tions, and teamwork. Self-evalua- Saying no. Councilmembers
, implement policy unless they fully tion may be difficult, but it can need to be able to say no, whether
ti: understand it, and it is the respon- make for a more effective council. it's to citizens or to staff. Being
sibility of council to be sure that Creative and positive confronta- too indulgent exacts a big price
they do. Once policy has been set, tion can be useful in overcoming tag in the long run.
i.),' administration should be left to unstated difficulties that can ob- Although this list does not
L' the staff. Although it may be struct a good working relationship. cover every possible contingency,
tempting to get involved in ad- The council should also periodi- it can serve as a basis for defining
ministration, councilmembers cally evaluate the manager; trite- expectations. Reviewed thought-
F should take the "high road": set ria for such evaluations should be fully and regularly, it can lead to
I. broad policy direction,leave im- made clear from the beginning, better understanding between
t( plementation to staff, and confirm and the result should be specific councils and staff. PM
{: afterward that the intent of policy suggestions from the council
?:: has been fulfilled. ' about performance. —Terrence L. Ellis
sz'
{'I Instructions to staff. The coun- Respect, honesty, and construc- City Manager
cil should give instructions to the tive criticism. The council should Kirkland, Washington and
i; staff in a manner that accords show personal and professional re- Kevin C. Duggan
;`: with the principles of the council/ spect for staff; trust is essential to City Manager
manager system. For example, as- good council/staff relations. A Campbell, California
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p; Reprinted with permission from PM,published by the International City/County Management
tY tY
,. Association (ICMA)in Washington,D.C.
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