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HomeMy WebLinkAboutKake CEDS III document final 01-14-14 Building Economic Sovereignty for the People and Community: Third Strategic Economic Development Plan for Kake, Alaska For the community and people of Kake Kake Comprehensive Economic Development Strategy Committee Chair: John Oliva, Kake Non–Profit Fisheries Corporation Gary Williams, Organized Village of Kake Mayor Henrich Kadake, City of Kake Robert Mills, Kake Tribal Corporation Kevin Shipley, Kake City School District with assistance from Michael Hibbard and Robert Adkins Institute for Policy Research and Innovation University of Oregon January, 2014 ii ABOUT THE INSTITUTE FOR POLICY RESEARCH AND INNOVATION The University of Oregon established the Institute for Policy Research and Innovation (IPRI) in July, 2004, to facilitate and support policy-relevant research by faculty and graduate students across a range of public problems and issues. Dissemination is a distinguishing feature of IPRI. Research done through the institute is meant to kindle serious, informed public dialogues around policy issues such as the Kake CEDS. This plan belongs to the people of Kake. It is the product of the efforts of the people, working through the community’s Comprehensive Economic Development Strategy (CEDS) Committee. It is a public document that expresses the hopes and intentions of the community to create a better life for current and future generations. IPRI has been working with the community of Kake on economic development issues since 2004. The University of Oregon recently made the decision to combine IPRI with its Institute for a Sustainable Environment (ISE). ISE fully supports the commitment to Kake and hopes to continue the strong working relationship. ABOUT THE COLLABORATING AUTHORS Michael Hibbard is the Director of IPRI as well as professor emeritus in the Department of Planning, Pubic Policy & Management. Hibbard’s expertise is in community and regional development, with a special interest in the social impacts of economic change, especially natural resource and agricultural development on small towns and rural regions. He has consulted and published widely in that field. He received his PhD in regional planning from UCLA. Robert Adkins earned his undergraduate degree at the University of Oregon with the Department of Planning, Public Policy & Management in the spring 2005. In the summer of 2008 Mr. Adkins earned a Master of Community & Regional Planning and Master of Public Administration degree from that same UO department. Adkins had over 16 years of experience working in the Northwest wood products industries before founding and operating a conservation based manufacturing corporation in rural east Lane County, Oregon. In the face of the Pacific Northwest timber collapse, he worked with two consecutive Oregon Governors’ offices to rebuild and diversify the industrial base of the region. In 1995, Adkins participated in the “Pacific Rim Economic Conference of the President and the Vice President of the United States,” in which he attended a one hour closed session with Vice President Gore to discuss the natural resource issues of the Northwest. iii Table of Contents Preface …………………………………………………………………………. iv Authorizing Resolutions ………………………………………………………... v Executive Summary .…………………………………………………………… 1 Targeted Projects Introduction .……….…………………………………………………………… 4 A Vision of Kake Background of the Situation Demographic and Socioeconomic Data Important Previous Planning Efforts in Kake Problems and Opportunities …………………………………………………….. 9 Geography and History Response to a Crisis The Current Situation Strengths and Weaknesses Building Economic Sovereignty in Kake ……………………………………… 15 Areas for Action Plan of Action ………………………………………………………..………... 18 APPENDIX: Recent Kake Accomplishments ………………………………… .21 iv PREFACE: ABOUT THE PLANNING PROCESS This document is a testament to the community of Kake’s dedication to its people, its culture, its past, present and future, as well as the commitment of the University of Oregon to offer a helping hand. The process in Kake, Alaska demonstrates the powerful benefits that can be achieved by working together towards a shared vision of economic and social well-being for the betterment of its current and future generations. As the community of Kake’s economic downturn intensified, shortly after we started our new millennium, timing and the awareness of severe circumstance brought leaders of the community into contact with Professor Michael Hibbard of the University of Oregon. What started as a small project evolved rather quickly into a much broader scope that offered the community of Kake an outside perspective and technical guidance that led to the creation of the Kake Comprehensive Economic Development Strategic Committee (CEDS). Details will be discussed during the course of this document, but recognition of the lead players are noted in this preface as follows: THE CREATION OF THE KAKE CEDS COMMITTEE AND A LIVING DOCUMENT The two local governments, the City of Kake (municipal) and the Organized Village of Kake (tribal), along with the local Kake School District, the local ANCSA (Alaska Native Claims Settlement Act) village corporation, Kake Tribal Corporation, and local Gunnuk Creek fish hatchery Kake Non-Profit Fisheries Corporation comprise the current CEDS Committee. Recognition is also merited to the memory of Harry Brouillette, who since his unfortunate passing has been recognized by the Alaska State legislature as a leader in the community with a declaration of an official Congressional Memoriam. Mr. Brouillette established the first local Chamber of Commerce and was instrumentally involved in the early CEDS planning efforts. He strongly encouraged building a relationship with the University of Oregon. In concert with community input to guide the way towards economic prosperity, the CEDS process has led to two published CEDS plan editions. The Kake CEDS process not only provides a blueprint for the local community, but also provides input into the regional CEDS process of the Southeast Conference. v vi vii viii ix x 1 Building Economic Sovereignty for the People and Community: Strategic Economic Development Plan for Kake, Alaska 3rd Edition, January, 2014 Executive Summary This third edition of Kake’s Comprehensive Economic Development Strategy (CEDS) aims to build on the momentum generated by the first two editions of the Kake CEDS. Its purpose is to strengthen Economic Sovereignty for the people and community of Kake by identifying and prioritizing projects that will expand economic choices while maintaining and strengthening Tlingit identity. Since the first Kake CEDS plan was issued in 2005, more than 50 projects have been completed, are underway, or are funded and ready to implement. They address all parts of the community, from youth to the elderly; they deal with the environment, with infrastructure, and with personal health and well-being. Some examples are: the reconstruction of the dam for the reservoir that supplies water to the community; expansion of the medical clinic; acquisition of certified police personnel; and construction of a multi-use passenger/freight/tourist dock. To further advance the Economic Sovereignty of Kake, this edition of the CEDS sets goals to:  Plan for community members being here forever: make sure that economic choices today preserve clean water, clear air, and healthy oceans, forests and streams for the future.  Protect Kake’s economy from external threats: rising costs of electricity, fuel, and food.  Expand the options for tribal members and their families who want to live and work in Kake, so that there is a variety of satisfying, meaningful, decently paid work choices  Support the development of Native-owned businesses.  Encourage community members to develop their personal financial management abilities so that families have increasing assets and increasing ability to weather financial downturns over time. The plan identifies more than thirty actions in five areas: Basic Infrastructure; Business Support and Technical Assistance; Cultural, Heritage, and Eco-Tourism; Natural Resource Based Businesses and Activities; Community Development/Quality of Life. Of the thirty-plus actions, five have been prioritized as Targeted Projects that address Kake’s greatest needs, can be accomplished or moved substantially forward in the next three years, and will make a significant contribution to Economic Sovereignty. All the actions will be continuously monitored and implemented as opportunities present themselves, but these five Targeted Projects will be given highest priority. 2 Targeted Projects Target Project Needed Actions Target Dates Performance Measure Implement planned connections for electrical intertie and access road Complete current scoping, permitting, design & estimates under funding in place. Secure necessary funding for actual electrical intertie construction and road construction. Scoping and 35% design projected for mid-2014, construction start by spring 2015 (if construction funding in place) and completion by 2017. Significantly reduced electricity costs in Kake by 2017 Research and implement alternative energy sources: hydro, solar, wind, tidal, and bio- fuels for electricity generation; woody biomass for heating major buildings such as the school, government offices, and community buildings. Pending development of alternative options, pursue cost and supply stabilization of existing fossil fuel infrastructure (diesel, propane, powerhouse fuel, etc.) Continue work with START, REAP, SEACC and other energy programs, monitor current OVK solar PV project and follow-up as appropriate, complete current wind assessment and follow-up as appropriate, develop current hydro-electric assessment, follow-up on current woody bio- mas planning, implementation of technologies Current and ongoing Significantly reduced electricity costs in Kake by 2017 3 Feasibility studies for businesses to utilize the new multipurpose dock Secure EDA funding to support feasibility studies for 4-6 firms that will utilize the dock and bring new jobs and dollars to the Kake economy; conduct feasibility studies that identify problems and opportunities and suggest actions to assist the firms to be successful. ongoing, beginning October 1, 2014 (proposal for EDA technical assistance grant has been submitted) feasibility studies have been carried out with 4- 6 firms, and additional firms identified for later study Stabilize remaining cannery buildings Secure funding immediately to avoid catastrophic failure of structure and its loss as an NHL and its potential economic benefit plus avoid potential environmental clean-up if a structural failure were to occur Immediately; as soon as possible cannery buildings are stabilized Create necessary non- profit and implement CQE program for Kake Research, analysis, and formation of necessary entities to handle the CQE program. April 1, 2014 CQE program is operational 4 Building Economic Sovereignty for the People and Community: Strategic Economic Development Plan for Kake, Alaska Introduction Respectfully and gratefully borrowing from our brothers and sisters of the Confederated Tribes of the Umatilla Indian Reservation, we have adopted “Economic Sovereignty” as the basic principle of strategic economic development for the people and community of Kake. Following the 2010-15 Umatilla Overall Economic Development Plan, the community of Kake sees Economic Sovereignty as an evolving attitude toward economic growth. It invokes both the pride of the traditional era and the sophistication required to function competently in a global economy that reaches into every household in the community. Economic Sovereignty is about expanding Kake’s economic choices while maintaining and strengthening Tlingit identity. In a recent household survey conducted by Kake’s tribal government, the Organized Village of Kake (OVK), the people of Kake made clear that they want their community to be a Tlingit community where the principles of responsibility and stewardship are primary, where culture, the natural environment, and economic opportunity are all highly valued. They identified Tlingit culture and language and subsistence activities as the things that most need to be preserved in Kake. At the same time, they mentioned the greatest needs as improving the physical appearance of the community and increasing the number of jobs. They see the community’s greatest economic opportunities in tourism (eco-tourism and cultural tourism) and subsistence. Here is what Economic Sovereignty means for the people and community of Kake:  Tlingit values are honored.  The local economy has diverse locally owned – and especially Native-owned – businesses and non-profit enterprises and has reduced its dependence on dollars from outside economic interests such as government funding or grants.  Subsistence resources are thriving.  Community members have strong enough skills and education to choose between staying in the community or leaving and finding satisfying, decently paid work either way.  Households have savings and know how to manage their money.  In order to be here forever, the community protects its resources, focuses on natural-resource based enterprises, and plans for significant changes in both the environment and the economy. 5 This third edition of Kake’s Comprehensive Economic Development Strategy (CEDS) aims to build on the momentum generated by the first two editions of the Kake CEDS. Its purpose is to strengthen Economic Sovereignty for the people and community of Kake b y identifying and prioritizing projects that will expand economic choices while maintaining and strengthening Tlingit identity. With opportunities moving at a rapid rate within the region, the Kake CEDS committee is already staging itself for strategic planning of the fourth edition of the Kake CEDS plan. In the next section we offer a vision of an Economically Sovereign Kake. After that we lay out steps to achieve the vision:  the socio-economic development problems and opportunities confronting Kake  overall CEDS goals to advance Economic Sovereignty, along with a full range of needed action items in five areas: Basic Infrastructure; Business Support and Technical Assistance; Cultural, Heritage, and Eco-Tourism; Natural Resource Based Businesses and Activities; and Community Development/Quality of Life  a Plan of Action for a limited number of Targeted Vital/High Priority Projects that have been prioritized for the next three years. Toward Economic Sovereignty: A Vision of Kake in Fifteen Years In the year 2029 the village of Kake on the island of Kupreanof in southeast Alaska, looks remarkably unchanged from 15 years before when approached from a distance. Visitors arriving by water up the Keku Straits are enchanted by the community’s quiet and peaceful character as it blankets the island shoreline. Kake’s people, the majority of whom are Tlingit, have preserved their cultural values and historical sense of place. The Old Cannery – one of the few remaining historical landmarks of its kind – has been renovated to reflect the community’s pride and history while continuing to complement the multi-use dock built in 2012. The dock has served well as a portal for visitors to experience the many pleasant attributes that Kake has to offer. A Tlingit elder greets visitors arriving at the Cannery cruise ship dock by speaking in the Tlingit native language at the Kake Business Association’s visitor center. A Tlingit youth translates the elder’s welcoming message to the visitors. The community is bustling with activities and attractions that capture visitors’ attention. Outside the Cannery the air is filled with the aroma of inviting foods available from Cannery vendors – including traditional smoked and cooked fish and other Tlingit specialties. Various sounds provide evidence of the numerous small trade shops of artisans and island crafters working to produce their wares inside the complex of buildings. Visitors are treated to a tour of part of the Cannery that has been restored to its original function; wax models dressed in cannery worker clothing from the first half of the 20th century stand at their work stations to process salmon. This display complements the Cannery’s museum. Those who have enjoyed the previous day of sport fishing can have their catch canned right before their eyes at the small-scale canning service that is associated with the historical wax display. Other parts of the 6 buildings encourage visitors to walk freely and shop while they watch the Tlingit crafters work on their products. Through the years, the consistent planning process implemented by the leadership of Kake has paid outstanding dividends by creating economic opportunities and allowing the return of many tribal citizens who have moved back home. This in turn has helped to strengthen Tlingit values by supporting the young and elderly while rebuilding the population of Kake. After experiencing the Cannery, visitors stroll a series of rustic boardwalks that lead them toward Gunnuk Creek and a tour throughout the heart of the community. Along the way are more gift shops and stands, but the main excitement is the bear-viewing platform. As they walk to the bear viewing area, visitors are taken by how clean and free of litter the streets and beaches are in Kake. Equally, the character and demeanor of the shops and houses demonstrate pride and sound municipal planning. Located just down stream from the Kake fish hatchery, the bear viewing platform provides a close- up (but safe) look at the many island black bears that gather annually at the site to feed on the thousands of dog salmon making their way upstream to spawn. Adjacent to the platform, visitors are welcomed to shop at the hatchery’s gift shop, full of authentic Native American crafts and art work. The experience leaves the visitors with a fulfilling awareness of the special place that Kake is and how the diverse collection of wildlife coexists in harmony with its people. From the bear viewing platform a shuttle bus transports visitors up “killer hill” to the totem park. Here, the tallest totem pole in the world towers over 130 feet in the air, overlooking the magnificent Keku Straits. A variety of other locally carved totem poles are also erected at the site. Looking out into the straits, just beyond Grave Island, visitors can see and hear humpback whales breeching and feeding. Small boats and kayaks guided by local people are busy taking other visitors out to see the whales, while still respecting their habitat. As the visitors return to their small cruise ship or find lodging at one of the local accommodations, it becomes obvious that the people of Kake have opened their village to them, while maintaining Kake’s special character that makes it such a special place. Kake’s people, culture, and lifestyle are different then other communities in Alaska. There is no carnival atmosphere in Kake. Visitors to Kake come because the community maintained itself with sincerity and a genuine articulation of cultural heritage. The people of Kake share their treasures on a modest scale, while allowing the community to maintain its private dignity and control of its culture and economic sovereignty. Nowhere is this more poignant than at the Kake Tribal House, where visitors are invited to watch the Tlingit dancers in their vibrant regalia. Kake’s small but thriving tourist industry is just one component of its diverse economic and industrial base. The broadband communications system that the Kake Tribal Corporation brought to the island, along with the vocational training center jointly developed by the community’s guiding organizations, have been instrumental in creating a local workforce that is technologically literate, equipped with the latest business expertise, and well-versed in communication skills. Kake 7 Tribal Corporation has diversified and is a sound contributor in job creation and retention with its 8A construction company, private enterprises, and local involvement. In sharp contrast to the 80’s and 90’s when the fisheries industry in Kake-and the southeast Alaska region- was in decline, the stock returns are now healthy and more abundant. Over the years the leadership, both private and public, of the community have developed a highly efficient and connective networking system between Kake’s fish hatchery, commercial fisherman, several local mariculture operations and the all-important cold storage facility located by the multi-use dock that was built in 2012. Unique to Kake, the community has strengthened its fishing and shellfish industries by supporting the long-term development of aqua farming over the last two decades. Located and operating around Kake-and taking advantage of pristine waters of the Keku straits-are several oyster and geoduck farms. In addition to traditional pink and Coho salmon harvesting, the cultivation of a bottom fishing niche for Kake, and near year round operation for the cold storage with its freezer and smoker capacities have made the community a regional economic magnet. OVK and the City of Kake as the two local governments (tribal and municipal) work together to provide a supportive environment for private industry and local entrepreneurs to thrive and succeed. The community has a revolving loan fund that supports the cycle of fresh small business ideas and plans that are refined and validated by the Kake vocational training center. The Kake Business Association is well financed, strongly united, and involved with all business entities in the community. The Business Association’s “Brand Kake” program helps market the community’s numerous positive assets and high-quality products with pride to the outside world. Kake enjoys interconnection with the developing regional electrical grid and has been able to hold down the KWH price. There are also several wind generators and solar panels on the island that have helped Kake make the transition to the intertie and have attracted industry in the interim. Here, Kake has been the regional model for other communities after Kake was chosen several years back to develop alternative energy projects by federal and state leaders. The Gunnuk Creek dam has been retrofitted beyond its reservoir role, to produce a modest portion of Kake’s electrical power that has helped with load balancing the grid connection and minimizing the need to operate the diesel generators. The fish hatchery is a major tourist attraction; it also has more water than it needs and lower electrical cost due to its own hydro-electric plant from Gunnuk Creek. The salmon are returning to Kake, the runs are growing, and egg incubation production is at an all time high. The Tongass National Forest is maintaining its lands with excellent stewardship and on Kake Tribal Corporation’s lands replanting has replaced clear-cuts with young developing stands. The main trail systems around Kake have been expanded and improved and are very useful to the people of Kake complementing the community-wide fitness program for better health. Visitors rent mountain bikes on a regular basis to ride the trails. The health of the forest ecosystem, including fish habitat, and of the surrounding ocean make possible a thriving subsistence economy. Hunting, fishing, and foraging are not only an important source of food and other necessities, they are basic cultural practices, a way of living in the world that is central to being Tlingit. 8 The City’s new sewage treatment plant demonstrates Kake’s high commitment to environmental quality, and the community now is regionally recognized for its outstanding and trademarked water products. Cruise ships that visit Kake with regularity purchase Kake’s water and sewage disposal service. Another important and often utilized asset to Kake is its long established Research Center. The Kake Research Center (KRC) was founded years ago when the community earned its reputation for being the regional model for alternative energy study and implementation in solar, wave and wind development. Since then, the KRC evolved into a technologically equipped housing facility that is used for a variety of social and science research interests that travel to Kake yearly to study their different disciplines. Students in Kake’s school system achieve high marks on national tests. They participate in the annual “Kake Clean-up Day” and intern regularly with the Kake Vocational Training Center. In 2029, graduates from Kake’s high school are able to join the workforce locally, or if they choose, seek employment away from Kake. Here, the years of community planning and the successful development of affordable energy and electricity have attracted a variety of industry opportunities for young tribal members as well as many of Kake’s workforce that have been able to return to Kake and enjoy satisfying work at home. Transportation to and from Kake is convenient and cheap for people, goods, and services. The road to Petersburg is complete and the CEDS committee has established strong local regulatory control over the use of the road. A major freight company has set up shop in Kake and is moving large shipping containers in and out of the community, creating more diversity by establishing Kake as a shipping hub for the region. Kake’s increased population and economic activities year round have afforded the community enhanced ridership and consistent ferry service. The new ferry terminal ships people and cargo at will and on a regular timetable. The ferry terminal serves as the terminus heading north to Juneau from the road that brings travelers from points south on the transportation system. Arriving by plane to Kake is a memorable experience, as the airport is now an enhanced regional asset. The Kake air strip is freshly paved and resurfaced; there is a comfortable terminal for visitors to wait in and updated restrooms with convenient and modern plumbing. In addition, Kake’s airport is equipped with the latest communication and weather technology and is known for its top security and safety protocol management. Lastly, there are regular seasonal air tours that leave and arrive from the airport providing commerce and added attraction for those that choose to see the natural wonders that surround the island of Kupreanof by air. Thus, from a distance Kake does look very much the same village as 15 years ago. However, it has seized its economic independence and shaped the social invasions that come with progress, change and growth. The governments of Kake, the Kake Non-profit Fisheries corporation, businesses and the people work together with sound direction and perseverance to ensure that the values they stand for and the irreplaceable cultural heritage they represent will remain unadulterated for generations to come. 9 Kake’s Socio-Economic Development Problems and Opportunities Geography and History Kake is located on Kupreanof Island in the panhandle of southeast Alaska. The SE Alaska panhandle is an archipelago, a series of mountain chains that are more under the waters of the Northern Pacific than above. The mountains, capped with rocky glaciers, rise steeply above the ocean surface to heights of over 5,000 feet. Its marine ecosystem includes hillsides of western hemlock, Sitka spruce, and red and yellow cedar. Between the tree stands are muskeg, meadows, and (above 2,500 feet) alpine tundra. Medicinal and food vegetation include blueberries, huckleberries, cranberries, devil’s club, Hudson’s Bay tea, and various lichens and mosses. Animals include moose, Sitka blacktail deer, black bears, wolves, eagles, ravens, and various waterfowl and shorebirds. Sea mammals, fish, and tidal animals are plentiful: whales, orcas, porpoises, and seals; chinooks, coho, sockeye, chum, and pink salmon; halibut and rockfish; crabs, sea urchins, sea cucumbers, chitons, mussels, cockles, oysters and clams. Eons of geological activity, largely volcanic, left these closely scattered islands accessible by boat via the many straits, fjords and canals that infiltrate the mountain beaches and fresh water streams. Navigating these waterways for centuries, the Tlingit and other southeast Alaskan tribal peoples adapted autonomously. Historically, the Tlingit have been a very independent and active people. Relying on the bounty and variety of natural resources available in southeast Alaska, they fashioned their living and societal structure with little outside influence, except through trade with their immediate neighbors. Many of the flora and fauna just mentioned are still important subsistence food sources for the Tlingit. The Tlingit were largely invisible to global economic and political powers until the 1870s. After the United States purchased Alaska from Russia in 1867, non-Natives began taking possession of land, although the Tlingits never signed treaties nor did they sell their land. The area around what is now Kake had been a traditional summer gathering cite for the Keex’ Kwaan (Kake) Tlingits, a base from which they fished, hunted, and smoked their catch. As white settlement encroached on them, Kake gradually became a permanent settlement for the Keex’ Kwaan. By 1903 there were at least thirty sawed plank houses in Kake, with glass windows and wood stoves, along with a school and a Quaker mission. In 1906, processors from “outside” opened a commercial salmon saltery in Kake. Another outside company built a salmon cannery on the site of the saltery in 1912, and at about the same time (the exact date is in doubt), Keex’ Kwaan tribal elders established the Kake municipal government. Congress passed the Organized Village Act in 1910, under which Alaska communities could obtain a territorial charter to set up a form of municipal self-government. Native villages were generally excluded from participation because Native people were not U.S. citizens. However, there was a 10 legal provision by which Natives could become citizens. Kake’s elders took out U.S. citizenship and obtained a municipal charter. They made a conscious decision to give up their traditional system of governance and adopt the formal American system. Kake was apparently the first Native community in Alaska to take this assimilative step. The Kake city government continues to operate, organized under the laws of the State of Alaska. It provides essential infrastructure services plus other typical municipal functions. The global demand for canned salmon was robust and by 1920, over one hundred canneries were operating in Alaska. However, their financial situation was always precarious. Most of them were undercapitalized and operated on thin margins. The Kake cannery changed hands at least four times – all the owners were outside companies – prior to its acquisition by the Organized Village of Kake (OVK) in 1948. OVK is the federally recognized Tribal government of the Keex’ Kwaan. It formed its current contemporary governmental structure in 1948 under the provisions of the U.S. Indian Reorganization Act (IRA) of 1934 & 1936. OVK advocates for and protects the resources of the Keex’ Kwaan’s customary and traditional gathering areas, the lands and surrounding waters for a radius of 40-50 miles around the current site of Kake that the Tribe historically inhabited and utilized (see map insert). OVK is also responsible for the overall well-being of its Tribal citizens. It provides many social service and educational programs for its citizens and the overall community of Kake. One of the first acts of OVK was to buy the cannery, which had been closed down by its outside owners. The Tribe operated the cannery until the late 1970s when, along with many other Alaskan canneries, finances and changing market conditions forced its final closure. It is important to note that commercial fishing remained an important part of the economy, though the market shifted from canned to frozen salmon. 11 A second resource extraction industry, logging, came to southeast Alaska at about the time the Kake cannery closed. Logging was a factor in the regional economy since at least the 1950s. However, the Alaska Native Claims Settlement Act (ANCSA) of 1971, which transferred eleven percent of Alaska’s lands to native groups as compensation for lands taken, led to a logging boom. The land was to be administered through more than two hundred local “village” corporations and thirteen regional corporations. The law established tribal members as shareholders in their village and regional corporations and required that the Native corporations make a profit from their lands. Thus, the Keex’ Kwaan are shareholders in the Kake Tribal Corporation (KTC) as the local village corporation and the Sealaska Regional Corporation. The primary business of KTC, which was established in 1975, was forest products. The corporation received title to substantial forest holdings in and around Kake. They created jobs through very large scale timber operations, clearcutting large areas of their forest lands and selling logs and wood pulp on the global market. As the timber was used up, KTC was forced to declare bankruptcy in 1999. It set up a reorganization plan but all logging operations were permanently shut down in 2004. Since then the corporation has searched for alternate sources through which it can generate jobs and wealth for its shareholders. To sum up, for a century Kake was something of a success story in conventional terms. The global demand for their resources, first salmon and then timber, provided a solid economic base for the community. Admittedly, there were problems. Like all natural resource work, it was seasonal and somewhat irregular, depending on market conditions. The cannery was owned by a series of outside firms for the first three decades on its existence. And the work itself was grueling and often dangerous. Nevertheless, it provided the Keex’ Kwaan with a substantial material standard of living and brought new technologies to the community, from electricity to the internet. Then things fell apart. The collapse of the early 2000s was devastating. The loss of jobs was so great that between 2002 and 2005 the population of Kake fell from over 750 to less than 500 as at least 150 working age residents were forced to leave the community in search of employment. And it also brought confusion, distraction, and threats to the normal way of life of the Keex’ Kwaan. Response to a Crisis The socio-economic impact on the community of such an exodus is obvious. However, Kake has a long familiarity with planning (which is summarized in the first two editions of the Kake CEDS), so the response of the Keex’ Kwaan and their leadership was to think of planning as a way to take initiative and set a new direction for the community. With consulting support from the University of Oregon, in the summer of 2004 the community formed a CEDS Committee to act on behalf of the entire community. The initial CEDS Committee included the City Mayor, the Executive Director of OVK, the Vice President of Kake Tribal Corporation, the Kake School Superintendent, and the head of the newly formed small business association. As a statement of common purpose, the governing bodies of all entities in the CEDS Committee passed resolutions of support and signed a Letter of Intent to Cooperate in a unified economic development effort. Since its formation the CEDS Committee has promulgated two editions of the CEDS plan for the Kake. The first, The Way Forward: A Preliminary Strategic Economic Development Plan for Kake, Alaska, was issued in July, 2005. An update, Moving Forward: Next Steps for Strategic Economic Development in Kake, Alaska, was issued in January, 2009. The purpose of those 12 documents was to “identify and prioritize projects that will maintain momentum toward socio- economic health.” Concretely, they provided data and analyses that allow the community to apply for funding to implement projects that have been identified and prioritized through a highly participatory planning process in Kake. They also linked the community’s goals and priorities to the regional planning efforts of the Southeast Conference, the state-designated Alaska Regional Development Organization (ARDOR), the federally-designated Economic Development District (EDD), and the federally-designated Resource Conservation and Development Council (RC&D) for Southeast Alaska. Both plans judged potential community projects on the basis of four equally weighted criteria. Will the project:  Create local jobs that are a good fit for local workers?  Expand opportunities for local businesses?  Support, protect, and strengthen Tlingit cultural values?  Conserve and restore natural resources? Between them, the two plans identified and prioritized numerous projects that the community wanted to undertake. Eight of them were accomplished before the first plan was finalized in 2005. By Fall, 2013, more than 50 projects were completed, were underway, or were funded and are ready to implement. They address all parts of the community, from youth to the elderly; they deal with the environment, with infrastructure, and with personal health and well-being. Some examples of completed or underway projects are: the reconstruction of the dam for the reservoir that supplies water to the community; expansion of the medical clinic; acquisition of certified police personnel; and construction of a multi-use passenger/freight/tourist dock. The Current Situation  Population and socio-economic conditions. According to the 2010 Census1, 557 people live in Kake, in 213 households. Of these, 385 (70%) are American Indian and Alaska Native. This documents the substantial decline from the 2000 Census2, which showed 710 people living in 246 households, but it also shows that the decline is over. The Census Bureau’s American Community Survey3 estimates that the average population of Kake between 2005 and 2009 was 562, living in 218 households. 1 http://2010.census.gov/2010census/popmap/ipmtext.php?fl=02 2 http://en.wikipedia.org/wiki/Kake,_Alaska 3 http://factfinder2.census.gov/faces/tableservices/jsf/pages/productview.xhtml?fpt=table 13 A household survey conducted in 2009 by the University of Oregon for the CEDS Committee4 provides some details regarding socio-economic conditions in Kake. First, more than 2/3 (70.5%) of Kake households are headed by enrolled members of OVK, suggesting a close-knit community. Almost half (44%) of the population is working aged – between 18 and 64. And 84% of the responding households had at least one person who is self-employed, working, and/or actively looking for work. But 61% reported at least one household member who is unemployed and actively looking for work. Consistent with the employment situation, a very high proportion of Kake’s people and households fall into the low-moderate income (LMI) category. According to HUD’s 2009 estimates, the Wrangell/Petersburg/Kake census area median family income is $69,800. LMI would be all people in households with incomes at or //below that level. More than 90% of all the households in Kake reported income below that level. And those households included more than 85% of all people living in Kake in 2009. This is reinforced by the 2010 Census, which reports that the median household income in Kake is $39,625. These figures show that while the population has stabilized, thanks to the heroic efforts of the community in implementing the CEDS projects, Kake continues to struggle economically. Further work is necessary to provide adequate opportunities for current residents as well as for people who were forced to move away and would like to move back.  Employment Conditions and Opportunities. We estimate that there are about 28 private businesses currently operating in Kake, including a dozen seasonal commercial fishing boats (four seiners and eight trollers). They provide about 35 full-time, twenty part-time, and one hundred seasonal jobs. The public/non-profit sector, including the City of Kake, the Organized Village of Kake, Kake City Schools, Gunnuk Creek Hatchery, and the U.S. Postal Service, is the other primary source of employment. They currently provide about fifty full-time and ten part-time jobs, along with about thirty seasonal and ten temporary jobs. Thus, between the private and the public/non-profit sectors, there are presently about 85 full- time jobs in the Kake economy, which has about 245 working aged people. Not all of them are in the workforce, of course, and the thirty part-time and 140 seasonal/temporary jobs help. Still, there is a substantial gap between the available jobs and the number of people in Kake who need work.  The Role of Subsistence in the Kake Economy. Subsistence, also referred to as Customary & Traditional Gathering describes an important aspect of the traditional way of life among Alaska Natives, who relied on nature for food and other necessities of life. Hunting and fishing produce meat, skin, and bone; gathering yields berries, wild roots, seaweed, and other vegetable resources. It is also an important cultural practice, a way of living in the world, of bringing children into the community and of honoring the elders. To 4 Michael Hibbard, Robert Adkins, and Sarah Onyschuk. 2010. Results and Analysis of the 2009 Comprehensive Economic Development Strategy (CEDS) Committee Kake Household Survey. University of Oregon Institute for Policy Research and Innovation. 14 practice subsistence is to face the world on one's own terms, not on terms defined by outside cultures. For the Keex’ Kwaan, over the past ten years subsistence has meant survival. In the current economic environment, the food and other resources provided through subsistence hunting, fishing, and gathering enabled people to continue to live in Kake who would otherwise have had to move away. Bob Mills, Economic Development Specialist with the Organized Village of Kake, put it this way: “If not for subsistence our people would be in even more severe poverty.” Summary: Kake’s Strengths and Weaknesses, Opportunities and Threats One useful way to summarize Kake’s situation is to think in terms of a SWOT. SWOT stands for: Strengths, Weaknesses, Opportunities, and Threats. Strengths and weakness are characteristics of the community, positive and negative, tangible and intangible. Opportunities and threats are positive and negative external elements that the community might be able to take advantage of, or that could cause trouble for the community. For Kake we have identified the following.  Strengths – tangible strengths include the natural environment and abundant wildlife, and location in the center of the region. Intangibles are Tlingit pride, strong sense of place, the slow pace of life, and how people help and support one another, especially the dedication to elders and youth.  Weaknesses – tangible weaknesses include the isolated location, high energy costs, poor condition of the built environment and lack of buildable lands. Intangibles are lack of entrepreneurial skills and an available workforce (due to outmigration).  Opportunities – There is a rising positive perception of the community around the region. State and regional elected and appointed officials voice an exceptionally strong commitment to Kake. It is an environment in which the community may be able to find the necessary financial support and technical assistance to take advantage of emerging markets for actual or potential products that can be produced in Kake,  Threats – negative external elements that could cause trouble for the community include changes in markets for the community’s products, changes in public policy, such as borough-ization, and changes in access to capital (public and/or private) for needed projects. Even though S-W and O-T are opposites, it is important to note that a given factor can be both a strength and a weakness or an opportunity and a threat. For example, Kake’s location is both a strength – it is in the center of the region – and a weakness – it is isolated. Similarly, the expanding population and territory of sea otters poses a threat to subsistence and commercial seafood harvests, but it also presents an opportunity to harvest sea otters for the fur and other markets. Thinking about Economic Sovereignty through the lens of strengths and weaknesses, opportunities and threats, Kake can consider relevant goals and objectives and actions to reach them. 15 Building Economic Sovereignty in Kake Economic Sovereignty entails community control of the local economy, to ensure the long-term health and integrity of the natural environment that is the foundation of life and the basis of subsistence; to bring jobs and wealth into the community; and to provide the full range of goods and services for residents to have a high quality of life. The community places a priority on economic and community development and has demonstrated patience and understanding that this is a long-term project that requires commitment over time. To advance the Economic Sovereignty of Kake, this plan has the following overarching goals:  Plan for community members being here forever: make sure that economic choices today preserve clean water, clear air, and healthy oceans, forests and streams for the future.  Protect Kake’s economy from external threats: rising costs of electricity, fuel, and food.  Expand the options for tribal members and their families who want to live and work in Kake, so that there is a variety of satisfying, meaningful, decently paid work choices  Support the development of Native-owned businesses.  Encourage community members to develop their personal financial management abilities so that families have increasing assets and increasing ability to weather financial downturns over time. Areas for Action To advance these goals CEDS Committee has identified five areas for action, with a set of actions for each area. Some of the actions are carried over from previous Kake CEDS plans. Most are the product of a community-wide meeting in November, 2011. The CEDS Committee has divided them into two categories, “vital/high priority actions” and “other suggested actions.” The CEDS Committee has also looked at the actions through the SWOT lens. The approach has been to think in terms of a four cell figure, and identify actions that address each cell. Strengths Weaknesses Opportunities S-O actions W-O actions Threats S-T actions W-T actions 16  S-O actions: opportunities that are a good fit for the community's strengths (in Kake, e.g., eco-tourism, forest restoration work).  W-O actions: overcome community weaknesses to pursue opportunities (in Kake, e.g., business center, community clean-up).  S-T actions: ways the community can use its strengths to reduce its vulnerability to external threats (in Kake, e.g., subsistence, oyster farm project).  W-T actions: ways to prevent the community’s weaknesses from making it susceptible to external threats (in Kake, e.g., develop alternative energy sources of all types, from the intertie connection to renewable).  Area for Action: Basic Infrastructure  Vital/high priority actions: o Implement planned connections for electrical intertie and Kake access road (W/T) o Research alternative energy sources and implement as appropriate  Solar, wind, localized hydro, and bio-fuels for electricity generation (W/T)  woody biomass heating for major buildings in Kake such as the school, government offices, and community buildings (W/T)  Other suggested actions o Construct ferry terminal building (W/O) o Develop airport expansion/terminal project and runway repairs (W/O) o Improve road resurfacing and construction inside city limits (W/O) o Build more boat slips and improve inner harbor upgrade/expansion (S/O) o Create new subsurface infrastructure upgrade (water, wastewater, and fire protection lines upgraded/replaced) (W/O) o Upgrade broadband access (W/O) o Build a sewage treatment plant (W/O) o Hatchery road access stabilization (W/O) o Implement actions from November 2012 Kake Strategic Energy Planning under START program (S/O)  Area for Action: Business Support and Technical Assistance  Vital/high priority actions o Brand Kake program (S/O) o Provide technical assistance for small businesses (business planning, marketing, bookkeeping, etc.) (W/O) o Perform feasibility studies for businesses to utilize the new multi-use dock (W/O) o Develop a hospitality training program (W/O) o Formation of Kake Business Owners Association (W/O)  Other suggested actions o Create a revolving loan fund for small business development (W/O) o Develop a vocational training center (W/O) 17  Area for Action: Cultural, Heritage, and Eco-Tourism  Vital/high priority actions o Stabilize the remaining cannery buildings (W/O) o Make the cannery into a “gateway” for people entering Kake (W/O), including  Develop a visitors’ center  Create a museum  Develop signage directing people to the visitors’ center from the ferry and city dock o Landscape/beautify the community, including removing junk and old cars, razing abandoned and unsafe buildings, hazmat team (W/O) o Develop guide services, including kayaking and “six-pack” operations, whale watching and other wildlife (e.g. eagles) (S/O)  Other suggested actions o Stabilize/facelift the world’s tallest totem pole (S/O) o Develop a totem park (located by health clinic) (S/O) o Develop a boardwalk and mock fish traps tying together the ferry dock, multi-use dock, visitors’ center, city dock, and totem park (S/O) o Develop a tourist Tribal House (S/O)  Area for Action: Natural Resource Based Businesses and Activities  Vital/high priority actions o Create necessary non-profit and implement CQE (community quota entity) program for Kake (S/O) o Develop shellfish farming (S/O) o Develop opportunities for stewardship contracting on the Tongass NF (S/O) o Develop sustainable blueberry harvesting and related industries (S/O)  Other suggested actions o Reforestation of Kake Tribal lands (W/O) o Develop value-added local natural resource(s) facility(s) (S/O)  Area for Action: Community Development/Quality of Life  Vital/high priority actions o Continue to support local education, Head Start through grade 12, including infrastructure (S/O) o Develop an educational program in personal/household financial management, open to all adults and required of high school students (W/T) o Build and operate community greenhouses, utilizing waste heat from the community electrical generators o Weatherize/insulate all Kake residences.  Other suggested actions o Develop a community tribal house (S/O) 18 o Create a recreational building for kids and citizens to enjoy rollerblading/skating, and sledding, ice skating, playground, etc. (W/O) o Clean-up of Grave Island (S/O) o Develop a community-wide fitness program (W/T) o Create a veterans’ park (W/O) o Develop a baseball field (W/O) o Build an overnight medical facility (W/T) o Create a new gravesite in Kake and/or upgrade/seek Grave Island maintenance funds following transfer from USFS (W/O) o Upgrade waste disposal site (W/T) o Continue development of the recycling program (W/T) Plan of Action: Targeted Vital/High Priority Projects After reviewing all of the above vital/high priority actions, the CEDS Committee has prioritized the following five Targeted Projects that address Kake’s greatest needs, can be accomplished or moved substantially forward in the next three years, and will make a significant contribution to Economic Sovereignty. All other possible actions will be continuously monitored and implemented as opportunities present themselves, but these Targeted Projects will be given highest priority.  Implement planned connection to electrical intertie and Kake access road Value added to the community: More affordable electricity, not only for households but also for industry and non-residential that does not receive PCE Responsible parties: City of Kake, OVK, Southeast Conference, IPEC, Alaska Energy Authority (AEA), AK DOT-PF Collaborators: All of the above plus, State Legislators & Executive Branch, U.S. Congressional Delegation, Kake Energy Committee Needed Actions: Completion of current scoping, permitting, design & estimates under funding in place. Secure necessary funding for actual electrical intertie construction and road construction. Target date for implementation: Scoping and 35% design projected for mid-2014, construction start by spring 2015 (if construction funding in place) and completion by 2017. Performance measure: Significantly reduced electricity costs in Kake by 2017  Research and implement alternative energy sources: solar, wind, localized hydro, and bio-fuels for electricity generation: woody biomass heating for major buildings in Kake such as the school, government offices, and community buildings. Pending development of alternative options, pursue cost & supply stabilization of existing fossil fuel infrastructure, e.g. diesel, propane, power house fuel source, etc. 19 Value added to the community: More affordable energy options for both electricity and heating, cost-effective options to current costly diesel fuel used both for electricity and heating Responsible parties: OVK, City of Kake Collaborators: Kake Energy Committee, IPEC, Southeast Conference, AEA, Dept of Energy & NREL, Southeast Alaska Conservation Council (SEACC) Needed Actions: Continue work with START, REAP, SEACC and other energy programs, monitor current OVK solar PV project and follow-up as appropriate, complete current wind assessment and follow-up as appropriate, develop current hydro-electric assessment, follow-up on current woody bio-mas planning, implementation of technologies Target date for implementation: current and ongoing Performance measure: Significantly reduced electricity costs in Kake by 2017  Perform feasibility studies for businesses to utilize the new Kake Intermodal Transit Facility (multi-use dock). Value added to the community: Enhancement of local economy by injecting new dollars and jobs through creation of new businesses and retaining/expanding existing businesses that will utilize the Kake Intermodal Transit Facility Responsible party: OVK Collaborators: City of Kake, Sealaska, EDA Needed Actions: secure EDA technical assistance funding to support feasibility studies for 4-6 firms that will utilize the Intermodal Transit Facility and have the potential to bring new jobs and dollars to the Kake economy; conduct feasibility studies that identify problems and opportunities and suggest actions to assist the firms to be successful. Target date for implementation: ongoing, beginning October 1, 2014 Performance measure: feasibility studies have been carried out with 4-6 firms, and additional firms identified for later study  Stabilize remaining cannery buildings Value added to the community: Retention of important National Historic Landmark (NHL) and its potential adaptive reuse for industry and other business use in addition to its historic importance to the community. The value of saving the NHL goes far beyond the local level due to its one-of-a- kind nature to the USA as an NHL 20 Responsible party: OVK Collaborators: local THPO (Tribal Historic Preservation Office), State of Alaska SHPO, National Park Service, Bureau of Indian Affairs, City of Kake, Kake Historic Commission Needed Action: Immediate attention to stabilization to avoid catastrophic failure of structure and its loss as an NHL and its potential economic benefit plus avoid potential environmental clean-up if a structural failure were to occur Target date for implementation: Immediate; as soon as possible Performance measure: cannery buildings are stabilized  Create necessary non-profit and implement Community Quota Entity (CQE) program for Kake Value added to the community: Provides an opportunity for local fishermen to commercially harvest fish which are under the IFQ system that, due to the IFQ buy-in cost, prohibits most from participating in the fishery; thus, providing new income production options for Kake residents Responsible parties: Kake Non-Profit Fisheries, City of Kake, OVK Collaborators: State of Alaska, Sealaska, other CQE entities Needed Action: Research, analysis, and formation of necessary entities to handle the CQE program. Target date for implementation: April 1, 2014 Performance measure: CQE program is operational 21 APPENDIX Kake Accomplishments A listing of accomplishments is not required for the Comprehensive Economic Development Strategy (CEDS), but Kake is proud to report them, as a sign of the community’s ability to pull together for mutual benefit. The following projects were successfully completed through a series of community planning processes that led to the creation, dissemination, and implementation development of Kake’s CEDS (first edition, 2005; second edition, 2009). 1) Activity: Construction of a breakwater for the boat harbor Responsible party: City of Kake Collaborators: City of Kake, Kake Tribal, and Western Marine, State and Federal Agencies Sealaska Resources required/source: $13,000,000 Performance measure: Project is completed/ Summer of 2001 2) Activity: Repair to the Ferry Dock Responsible party: City of Kake Collaborators: City of Kake Resources required/source: Performance measure: Ongoing 3) Activity: Repair to Cannery Roofing Responsible party: Organized Village of Kake Collaborators: Organized Village of Kake Resources required/source: Performance measure: Project is completed 4) Activity: Construction of a new playground Responsible party: City of Kake Collaborators: City of Kake, Kake School District, State Agencies Resources required/source: $20,000 Performance measure: Project is completed/June 15, 2001 5) Activity: Alpine Lake Project Responsible party: City of Kake Collaborators: City of Kake, Organized Village of Kake Resources required/source: Performance measure: Project is completed 6) Activity: Kake community building renovation Responsible party: City of Kake Collaborators: Resources required/source: $150,000 22 Performance measure: Project is completed 7) Activity: Boys and Girls Activity Center Responsible party: Organized Village of Kake Collaborators: City of Kake, Organized Village of Kake Resources required/source: Performance measure: Project is completed 8) Activity: Temporary Dam for community water supply and Gunnuk Creek Hatchery water supply Responsible party: Kake Non-Profit Fisheries Corp., Organized Village of Kake Collaborators: Organized Village of Kake, Kake Non-Profit Fisheries Corp, Bureau of Indian Affairs Resources required/source: $141,000 Performance measure: Project is completed 9) Activity: Renovated and restored KTC’s cold storage ice freezers to operational status Responsible party: KTC Collaborators: City of Kake Resources required/source: Performance measure: Project is completed 10) Activity: Bear viewing platform /gift shop Responsible party: KNFC Collaborators: City of Kake Resources required/source: $75,000 Performance measure: Project is completed 11) Activity: Clean up, capping and beautification of lift station near City dock Responsible party: City of Kake Collaborators: Public Health Service, ANTHC Resources required/source: Performance measure: Project is completed 12) Activity: Created waste recycling program that generates revenue for Kake’s youth Responsible party: OVK Collaborators: Kake’s youth Resources required/source: AML Performance measure: Project is completed/2006 13) Activity: Waste disposal site upgrade, dump area fenced and gated Responsible party: City of Kake Collaborators: Resources required/source: Performance measure: Project is completed 23 14) Activity: Acquired motor oil recycling unit Responsible party: OVK Collaborators: Resources required/source: Performance measure: Project is completed 15) Activity: Kake Tribal Corporation obtained 8a status Responsible party: KTC Collaborators: Resources required/source: Performance measure: Project is completed 16) Activity: Recruited a manufacturing facility (private industry) that produces outdoor recreational water-safe bags and packs Responsible party: Sagebrush Dry Goods Collaborators: Private industry Resources required/source: Performance measure: Project is completed/2006 17) Activity: Created a CEDS committee and are conducting ongoing meetings Responsible party: City of Kake, OVK, KSD, KNFC, KTC Collaborators: University of Oregon Resources required/source: Performance measure: Project is completed 18) Activity: Reconstructed the Dam Responsible party: City of Kake Collaborators: Resources required/source: $7,000,000 Performance measure: Project is completed/2006 19) Activity: Constructed an additional Dolphin at ferry terminal Responsible party: City of Kake Collaborators: City of Kake Resources required/source: $75,000 Performance measure: Project is completed/2006 20) Activity: Developed Broad band in Kake Responsible party: KTC Collaborators: Resources required/source: Performance measure: Project is completed/2006 21) Activity: Upgraded infrastructure to receive larger ferries allowing an extra run per week Responsible party: City of Kake Collaborators: 24 Resources required/source: Performance measure: Project is completed/2006 22) Activity: Upgraded fire protection by acquiring fire truck, 8 newly installed fire hydrants, and repair to others Responsible party: City of Kake Collaborators: Resources required/source: Performance measure: Project is completed/2006 23) Activity: Upgrade in public safety by acquiring a rescue boat, certified police personnel, and police vehicle Responsible party: City of Kake Collaborators: Resources required/source: Performance measure: Project is completed’2006 24) Activity: Upgrade to infrastructure by chip seal resurfacing done in city limits Responsible party: City of Kake Collaborators: Resources required/source: Performance measure: Project is completed 25) Activity: Upgrade to water supply system by acquiring two pumps Responsible party: KNFC Collaborators: City of Kake Resources required/source: Performance measure: Project is completed 26) Activity: Medical Clinic expansion Responsible party: City of Kake Collaborators: SEARHC, IHS, Denali Resources required/source: $5,800,000 Expected date of completion: Project is completed Performance measure: 27) Activity: Conducted the 20th annual Culture Camp Responsible party: OVK Collaborators: Federal, State, Local, Private Resources required/source: Performance measure: 28) Activity: Acquired Chiller for Fish Hatchery Responsible party: Kake Non-Profit Fisheries Corp. Collaborators: KNFC Resources required/source: Expected date of completion: Performance measure 25 29) Activity: Established the Kake Veterans Association Responsible party: Collaborators: Resources required/source: Performance measure 30) Activity: Youth/Justice & Crime Prevention Program Responsible party: OVK Collaborators: SEARCH, Petersburg, Anchorage and Juneau Judicial System, Kake School District Resources required/source: Performance measure 31) Activity: Acquisition of 3 homes in the in Kake to sell back to eligible tribal members and four lots for future Affordable Home development Responsible party: OVK Collaborators: Tlingit & Haida Regional Housing Authority, HUD Resources required/source: Performance measure 32) Activity: Youth Bicycle Safety Program Responsible party: Kake injury prevention Collaborators: search south east Alaska regional health, OVK Kake school district, City of Kake Resources required/source: $1800 Expected date of completion: may 2007 Performance measure: Completed 33) Activity: Across Ages Responsible party: Behavioral Health Prevention Collaborators: SEARHC Resources required/source: Performance measure: Ongoing 34) Activity: Acquisition of community exercise equipment Responsible party: OVK Collaborators: Kake School Resources required/source: $25,000 Performance measure: Completed 35) Activity: Integrated Solid waste management plan Responsible party: OVK Collaborators: City Resources required/source: $15,000 Performance measure: Completed/ April 2007 26 Accomplishments have been vigorous and ongoing since the publication of the second edition of the Kake CEDS. Major projects include completion of the Kake Inter-modal Transportation Facility (a new multi-use dock that will receive ships up to 250’ in length, installation of solar collectors to power the OVK campus, and a thorough community clean- up. For a variety of reasons a comprehensive update of Kake’s community accomplishments has not been possible for this third edition of the CEDS. We project that the fourth edition, to be published in approximately one year, will include a complete and up-to-date project list.