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Moving Forward- Next Step for Strategic Economic Develop. Kake 2008
Kake, Alaska MOVING FORWARD: NEXT STEPS FOR STRATEGIC ECONOMIC DEVELOPMENT IN KAKE, ALASKA Second Fdition, Planning & Authorization by the Kake Comprehensive Economic Development Strategic Committee Prepared by Michael Hibbard and Robert Adkins Institute for Policy Research and Innovation University of Oregon For the Community and People of Kake May, 2008 ABOUT THE INSTITUTE FOR POLICY RESEARCH AND INNOVATION The University of Oregon established the Institute for Policy Research and Innovation (IPR) in July, 2004. [PRI facilitates and supports policy-relevant research by faculty and graduate students across a range of public problems and issues. The Institute emphasizes the creation and dissemination of knowledge about classes of public problems and issues. It does not address solutions to specific problems or issues, a task that is more appropriate for government agencies and consultants. Dissemination is a distinguishing feature of JPRI. Research done through the institute is meant to kindle serious, informed public dialogues around policy issues. In addition to funded grants and contracts leading to reports, books, scholarly papers, and theses, the Institute organizes and supports a variety of forums through which decision makers and the general public can engage the ideas developed by faculty and graduate students. Examples of dissemination “products” from JPRI include presentations to community forums, policy makers, and the like; discussion papers for public forums; and op-ed pieces. ABOUT THE AUTHORS Michael Hibbard is the Director of JPRI as well as professor 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 is a student in the Department of Planning, Public Policy & Management. He expects to receive his Master of Community & Regional Planning and Master of Public Administration degrees in the spring of 2008. 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. ii THE WAY FORWARD: A PRELIMINARY STRATEGIC ECONOMIC DEVELOPMENT PLAN FOR KAKE, ALASKA Table of Contents Vint UGEIO 1 sss swe ae a aa ee ee 1 Purpose of the Plan Background of the Situation Demographic and Socioeconomic Data Important Previous Planning Efforts in Kake MPPs Ure Crit SHULL AELONN wast wa tect enc eed cnc cctel ce ch cd celal cet wt cto tia tte acento 6 FA Vision OF MAKE 11-2020 or dest occ ect cclctes oe echt eeecd cv icles ead eclalecdie vale datelnle e 6 Problems and Opportunities ............06.0c cesses cee ee eee eter e teen eee nee ees 9 Kake’s Assets Kake’s Liabilities Goals and Strategies ............-.ccecesesceecececeenenssceceeceersecsceenecetserstcers 11 APPENDIX A: Table of Kake CEDS Goals, Objectives & Activities ............29 APPENDIX:B: Recent Kake Accomplishments ...............6..0600ceee eee ee neers 32) THE WAY FORWARD: A PRELIMINARY STRATEGIC ECONOMIC DEVELOPMENT PLAN FOR KAKE, ALASKA Introduction Preamble ‘This plan belongs to the people of Kake. It is the product of the cfforts 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 ourselves, our children, and future generations. Purpose of the Plan ‘The purpose of this document is to identify and prioritize projects that will maintain momentum toward socio-economic health. It aims to continue the broad based local process guiding, Kake’s economic growth that was set in motion two years ago when the CEDS committee promulgated its first plan, The Way Forward (July, 2005). Concretely, this document provides data and analyses that allow the community to apply for funding to implement projects that have been identified and prioritized through a highly participatory preliminary planning, process in Kake. It also links the community’s goals and prioritics to the regional planning cflorts of the Southeast Conference, the statc- 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. Background of the Situation ¢ Geography and History of the Region and Community D more under the salty waters of the Northern Pacific than above. The mountains, caped with rocky glaciers, rise steeply above the ocean surface to heights of up to 3000 feet. ‘The dense rain forest landscape provides habitat for moose, elk, black bear, deer and many other land mammals. The panhandle of southeast Alaska, an archipelago, is a series of mountain chains that are The dark reflective waters that mirror the crystalline mountain tops are home to some of the most prized and respected sea animals and fish on our planet. Whales, sea lions, seals, and a host of different salmon and bottom feeding species reveal living dependencies that interact to the human eye as an acrobatic display of constant motion when breaking the surface of the water. Centuries of geological, largely volcanic, evolution have left these closely scattered islands accessible by boats 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 have adapted autonomously and enjoy the unspoiled social and subsistence style of existence that they shaped for themselves. Historically, the Tlingit have been a very independent, mobile, 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 neighbors. Until the late 1870's the tribes and villages of southeast Alaska were largely invisible to global economic and political powers. However, toward the turn of century, the modernization of canning and preserving fish brought new attention to the region and both government and private industry began to invade and control interest in the plentiful resources that were seemingly there for the taking. By 1920, over 100 canneries were operating in Alaska — 24 hours a day, 7 days a week during the seasonal months. Annual production peaked at over 300 million pounds of salmon, bringing the Alaskan industry, which was owned and controlled by outside interests, to total dominance over the combined harvests of Canada and the Lower 48 states. The local labor force could not keep up with the growing demand for workers and therefore, enormous numbers of seasonal workers were imported from outside. For the Tlingit people of southeastern Alaska, many of whom were eventually settled in the village of Kake on Kupreanof Island, this global demand for their resources brought social and economic transformations that threatened the very foundations of their culture. The opportunity of seasonal work — which provided them with the wherewithal for some extra provisions for the winter months and made available new technologies such as electricity and canned foods — also brought confusion, distraction and regulation to their normal way of life. Tlingit involvement in the overpowering extractive commercial fishing industry together with the tug of outside influences have combined to anchor the roots that form the economic culture that exists today in Kake. ¢ Organization of the Community The Organized Village of Kake (OVK) is the contemporary Tribal government of the Kake Indians, with the Tribe dating back to time-immemorial as they inhabited and utilized the lands and waters surrounding up to a 40-50 mile radius around the current site of Kake. The Kake Indians had an established social and political structure that served the Tribe for thousands of years until expansion from Russia and the United States of America ultimately forced political change. Thus, with the Indian Reorganization Acts (IRA) of 1934 and as amended in 1936 for Alaska, the contemporary form of the Tribe’s governmental structure was adopted in 1948 and it now functions under its contemporary Constitution. ‘The current Tribal government maintains its long-standing responsibility for the aforementioned territory as it advocates and protects the resources of its customary and traditional gathering areas and the overall well-being of its Tribal Citizens. OVK maintains sovereign slatus and a direct government-to-government relationship with the United States of America, while also providing many programs and services for its Citizens and overall community of Kake. The City of Kake was established by community leaders in the carly 1900s, in the aftermath of the forced re-settlement. They decided to “assimilate” and formed a city government. The City government is structured under the State o f Alaska and operates essential infrastructure services plus other typical municipal functions, which includes planning and project/policy implementation on a number of fronts affecting the community. The Kake Tribal Corporation was established in the mid-1970s, following passage of the 1971 Alaska Native Claims Settlement Act (ANCSA). The corporation is chartered under the State of Alaska with business operations geared towards job creation and economic benefits for its shareholders, and in turn contributing to the overall economic stability of the community. The Kake School District (KCSD) is the public school system that serves the community. KCSD is made up of one K-12 school housed on a single campus. The community of Kake has a high level of trust in the school system which is reflected in student achievement. The Federal No Child Left Behind Act (NCLB) requires that states measure and report on the success of their school systems and KCSD has been recognized for making Adequate Y carly Progress every year it has been measured.. Most graduates of the school system go on to college, vocational school, or the military. KCSD has a long history of self-evaluation and assessing the needs of the schoo! and its students through the use of multiple resources, tools, and assessments. The school district has a veteran staff that seeks to meet the needs of all students and monitors itself through a system of continuous self-evaluation and improvement. The school district facilities are well maintained and in very good condition. The current student enrollment in the school district is approximately 100. In the past 8 years, the enrollment has been as high as 172, so the school district has the capacity to grow as the community re-energizes and expands its economic base. The Kake Non-Profit Fisheri community members on May 14, 1976. The Corporation’s mission is to protect salmon rung and to provide a long term sustainable stock for the local subsistence and commercial fisherman. Currently KNFC/Gunnuk Creek Hatchery is the fifth largest Chum salmon hatchery in the state of Alaska and twelfth largest in the world. The hatchery produces up to 65 million chum salmon fry and 250,000 Coho every year, with approximately 25% of these fish eventually being caught by the state’s Common Property Commercial Fishery. KNFC produces 15 full time jobs and upwards of 25 seasonally, and contributes approximately $500,000 directly to the local economy each year. KNEFC/Gunnuk Creek Hatchery is dedicated to the economic development of the Kake Community by increasing the attractiveness of the hatchery to tourists and by the enhancement of sport fishing in the area. The above joined forces through a formal agreement — a Letter of Intent to Cooperate — jointly signed in August 2004, for the purpose of economic development planning for the community of Kake. Demographic and Socio-Economic Data ¢ Population The official estimated population of Kake in 2004 (the most recent available data) was 663, but knowledgeable local officials put the current (2007) population at closer to 500. The population consists of nearly 75% American Indians, the remaining population being primarily White American at 24%. That is remarkably different than the picture for the State of Alaska as a whole, where approximately 74% of the population are White Americans, 20% are American Indian and rounded out with small Asian and Black American populations. The median age of residents in Kake is 32.2 years, which compares to the state median of 32.4 years. The per capita income in Kake in 2000 (the most recent available data) was $17,411, considerably lower than the State average of $22,600. The median household income is $22,600, which is again significantly lower than the State median of $51,571. ¢ Workforce The 2000 census reported that there were 491 people in the Kake workforce; the number is surely smaller in 2007, due to the overall decline in the population. The 2000 unemployment rate in Kake was approximately 25%, according to the census. Approximately 15% of the residents in Kake have a Bachelor degree or higher, that is much lower than the State average of 25%; however, the residents compare closely to the state numbers in high school education attainment at 85% to the State’s 88%. ¢ Industry 32% of the employed population of Kake work for a government entity, 60% of the population are privately employed, and 6% are sole proprietors. The percentage of government employees is somewhat higher than the State percentage of 27%, which follows that the privately employed and self-employed numbers are lower than the State averages of 65% and 8% respectively. The City, OVK, School District, SEARHC, and Kake Tribal Corporation are the largest employers. The State of Alaska community profile for Kake lists 41 business licenses for Kake in 2005 2000 (the most recent available data). The types of businesses include grocery stores and arcades; inns, resorts and coffee shop; fuel services, logging and construction companies; charter and marinas. [also shows 57 commercial fishing, permits held by Kake residents in 2004. And 3 charter boats were registered in 2005, Important Previous Planning Efforts in Kake ¢ 1984 City of Kake Comprehensive Policy Plan In 1983 the City of Kake received a grant from the Alaska Department of Conmunity and Regional Affairs to complete its district coastal management program and to develop a policy plan for the community. The City contracted with an engineering consultant and both the management program and the policy plan were conducted at the same time. ‘The intent of the policy plan and the management program was to provide guidance to the City for public decision-mak ing regarding development, environmental conservation, transportation, and community facilities. As well, it addressed ways to maintain the traditional values and social customs of the people of Kake. ‘The practical outcome of the 1984 plan was the creation of City policy that gave direction for certain annexations and reconveyances, and for the implementation of strategies regarding economic development, community facilities/services, land use/resource | management, and transportation. % Organized Village of Kake Planning Activities By the beginning of the 1990s, the tail end of clear-cut timber harvests on the Island scemed to be in sight. This prompted OVI to sponsor a number of feasibility analyses regarding Kake’s future. In May, 1990, an independent consulting agency was hired do a feasibility study ona fuel facility, scafood processing plant, tourism and recreation activities, and the construction of a longhouse. The findings were that all these projects would be beneficial and practical for OVK and Kake. In 1992 OVK hired an economic consultant to investigate employment opportunities and the workforce of Kake. The resulting 3-volume report included statistical data regarding employment and consumer spend ing patterns; interviews with community members focusing on houschold, employers and available historical data; the education level and work skills of Kake’s labor force; the flow of funds to, through, and out of Kake; and residents’ perceptions of the community’s prospects and obstacles to progress. 6 The Preliminary CEDS Plan (2004) In 2003-04, the local economy had reached a crisis. The two mainstays of the economy, logging and fishing, had significantly diminished in their ability to contribute to the local cash economy. Kake Tribal Corporation, which was at one time the largest employer in the community, had exhausted its holdings and employed only a handful of people. Fishermen were finding that their wild salmon catch had difficulty competing in the market with farmed salmon. With the decline of these two industries, the loss of jobs was so great that community officials estimated at least 150 working age residents were forced to leave the Island from 2002 to 2005, to find work. The social impact on the young and elderly from such an exodus is obvious. In response, the leadership and people of Kake took the initiative to set a new direction for the community. They broke down the barriers of communications between local factions and come together as one community to develop a preliminary Comprehensive Economic Development Strategy (CEDS), titled The Way Forward and promulgated in July, 2005. The Current Situation The Way Forward identified and prioritized 55 projects that the community needed to undertake. Eight of them were accomplished before or during the preparation of The Way Forward in 2005. An additional 23 projects have been completed, are underway, or have been funded and are ready to implement, for a total of 31 project accomplishments. 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. They are detailed at the end of this document. A few examples of Kake’s accomplishments are the reconstruction of the Dam, the secured funding for the expansion of the medical clinic, the acquisition of certified police personnel, and funding to carry out a feasibility/business plan study to construct a multi-use dock. Kake has come a long way in the two years since The Way Forward was developed. The progress that these actions demonstrate shows a level of community commitment that bodes well for the future of Kake. Internal communication and cooperation are strong. The community has a broadly shared vision of its future and is beginning to seize control of the handles that will guide it toward its economic future. There is still much to be done, but things are moving forward. A Vision of Kake in 2020 In the year 2020 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 in the past and control of its future. A Tlingit elder greets visitors arriving at the Cannery cruise ship dock by speaking in the Tlingit native language al the Chamber of Commerce's visitor center, A Tlingit youth translates the clder’s welcoming, message to the visitors. A plethora of attractions 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 Tlingit fishery clothing 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 cyes at the small-scale canning service that is associated with the historical wax display. Other parts of the buildings encourage visitors to walk freely and shop while they watch the Tlingit crafters work on their products. Another, more secluded, section of the Cannery is home to those of Kake’s elderly who are no longer able to live independently. Here the nationally recognized “Wellness” program administrated by OVK officials offers youth cou nscling that bonds young and old people to a satisfying consciousness of their civilization’s past contributions, current worth, and future distinction. After cxperiencing the Cannery, visitors stroll a series of rustic boardwalks that cad them toward Gunnuk Creck. 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, visitors are taken by how clean and fice 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 about five hundred feet 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. Just off of the platform and below in the creck are two mock fish traps that have been constructed with traditional materials and form. The fish are not actually trapped, but are allowed to swim through and continue on. However the scene authentically portrays a cultural heritage that is ages old. 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 sce 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. 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. Kake shares its treasures on a modest scale, while still maintaining its private dignity. 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 located in the old elementary school building owned by the City, 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 Tribal Corporation has diversified and is a sound contributor in job creation and retention with its call center, construction company, and cold food storage facility. OVK and the City of Kake 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 Chamber of Commerce is well-funded, strongly united, and involved with all business entities in the community. The Chamber’s “Brand Kake” program helps market the community’s numerous positive assets and high-quality products with pride to the outside world. Kake enjoys access to the regional electrical grid and by maintaining ownership of a good deal to the infrastructure has been able to hold down the KWH price. There are also several wind generators on the island that have helped Kake make the transition to the intertie and have attracted industry in the interim. The dam is restored with a small hydro unit that helps cover the cost of operations for itself and the fish hatchery. The fish hatchery is a major tourist attraction; it also has more water than it needs and lower electrical cost. 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 ten-year 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 City’s new sewage treatment plant provides cleaner beaches and improved air quality, as well as allowing the community to offer incoming ships the service of disposing of their waste. 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. ‘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 on 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 owns and operates its own ferry out of the new ferry terminal and ships people and cargo at will and ona regular timetable. Thus, from a distance Kake docs 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, private industry, 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. Problems and Opportunities @ Kake’s Asscts Kake has two primary assets that can help the community achieve its vision, First, Kake is surrounded by a pristine and breathtaking environment that exists nowhere else on the planet and could only have been created by powers beyond those of man, The wildlife and scenery in and around Kake cannot be replicated. Contrasting what Kake has to offer visitors with communities in other locales, Kake glimmers in the Alaskan sun like diamonds in a jewelry store, Second, Kake’s people are friendly and devoted to residing on Kupreanof. Despite their struggling economy and the number of people who have been forced to temporarily leave their community to seck employment, there is a strong, determined, and resilient body of citizens who work strenuously every day to fight for the survival of their community. With a sound strategic plan, this community character trait will greatly benefit Kake in the better times ahead. Beyond these two intrinsic factors, the natural wonder of Kake’s location and the character of its people, are other important community assets. Kake is the home of onc of the last historical landmarks of its kind, the “old cannery.” This prized asset has the potential to be one of the dominant attractions in Southeast Alaska. The Kake Tribal Corporation is a keen asset that will help promote the growth of private industry in Kake. Kake Tribal Corporation, although in transition, has a well-established 9 history of job creation. Further, the U.S. Congress is working in good faith with the Alaska Native Corporations of Southeast Alaska to ensure that these vital entities will continue to be able to contribute to the communities that depend on them. Kake Tribal Corporation will be a sound building block for the future. Taking advantage of a very controlled tourism industry in Kake would be straightforward considering the natural assets they have to offer. This tends to be exactly in step with the overall trends of tourism in Southeast Alaska. One respected independent firm currently working with OVK has expressed knowledge that the industry has saturated other communities — creating an over-flow of opportunity — and there are plans to build at least three new large cruise ships in the near future. These trends suit Kake very well. The community is not interested in participating in the large (1000-800 foot) cruise ship market. The introduction of more large ships to service the mega tourist locations will create a demand for smaller tourist ships to find more low- key destinations with equal amenities. Kake intends to target high end, low volume tourism to their community instead of the high volume community tourism that the larger ships cater to. Kake has both a municipal and a tribal government that are well in touch with the concems and needs of the community. They have pulled together in joint efforts to capture the future opportunities of gaining access to the regional electric intertie and possible transportation improvements. Tapping into the intertie will give Kake the volume of electricity it needs to attract industry; opening up a more effective and cost- efficient form of transportation will allow Kake to have better access to goods and services. @ Kake’s Liabilities Kake faces a few barriers in restoring itself to economic health. The community has a limited and relatively low skilled workforce. The lack of an industrial economic base and the isolation of the [sland block certain opportunities. Transportation and electrical supply are not adequate to support economic growth in Kake, and their costs are too expensive. The CEDS committee regards improvement of these services as critical to the future of the community. Goals and Strategies ‘The goals and strategies included here are essentially an update o f The Way Forward. Projects in The Way Forward that have been accomplished or are in process of implementation have been moved to the “Recent Accomplishments” section of this _ document. New projects were identified through an extensive participatory process over the summer of 2007. The newly identified projects and the projects brought forward from The Way Forward were re-prioritized by the CEDS committee at an open community meeting on August 23, 2007. Prioritization was based on the importance of the project for the community, with respect to the following, ¢ Priorities 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 I Areas for Action e Cultural, heritage, and eco-tourism » Goal: Make Kake accessible and attractive to visitors Objective #1: Multi-use dock Activity: Feasibility study/Business plan Priority: | Responsible party: OVK Collaborators: EDA Resources required/source: $200K,grants, Expected date of completion: spring, 2008 Activities: Design & Engineering (PS&E) and Objective #2: Construction Priority: 1 Responsible party: OVK Collaborators: EDA Resources required/source: $4.7M,grants Expected date of completion: 2010 Cannery conversion project Priority: | Responsible party: OVK Collaborators: Resources required/source: $10M, grants, special appropriations Expected completion date: ongoing-2020 Activity: Create a museum Priority: 2 Responsible party: OVK Collaborators: Resources required/source: $500K, grants Expected date of completion: planning Activity: Cannery marketing program Priority: 2 Responsible party: private, OVK, City Collaborators: Resources required/source: $1M, CDBG and other grants (includes construction of Chamber of Commerce/Visitor Center) Expected date of completion: 2010 Areas for Action ® Cultural, heritage, and eco-tourism » Goak Make Kake accessible and attractive to visitors Objective #2: Cannery conversion project (Continued) Activity: Brand Kake program Priority: | Responsible party: private, OVIK, City Collaborators: Resources required/source: $ 100K Expected date of completion: 2009 Activity: Visitor Center Priority: 2 Responsible party: Chamber, City, OVI Collaborators: Resources required/source: sce marketing Expected date of completion: 2010 Objective #3: Visitor attractions Activity: ‘Tribal House Priority: 2 Responsible party: OVIK Collaborators: USFS, City, KPC, CC Resources required/source: $1M Expected date of completion: Activity: Guide services, including “kayaking, and “six-pack” operations Priority: 1 Responsible party: Private industry Collaborators: Resources required/source: Expected date of completion: Activity: Boardwalk, and mock fish traps Priority: | Responsible party: City, OVIS Collaborators: USFS Resources required/source: $30, USFS Expected date of completion: 2011 13 Areas for Action e Cultural, heritage, and eco-tourism » Goak Make Kake accessible and attractive to visitors Objective #3: Visitor attractions (Continued) Activity: Whale watching and other wildlife (e.g., eagles) Priority: 3 Responsible party: private industry Collaborators: KTC Resources required/source: Expected date of completion: ongoing Activity: stabilize/facelift world’s tallest totem pole Priority: 2 Responsible party: City, OVK, private Collaborators: SEARHC Resources required/source: $200K Expected date of completion: 2009-10 Performance measure: coincide with new clinic Activity: Community Tribal House (tourism only at Totem Park in summer) Priority: 2 Responsible party: OVK, City Collaborators: USFS, Sealaska Heritage Resources required/source: $50K Expected date of completion: Activity: Totem Park (located by health clinic) Priority: 2 Responsible party: City, OVK Collaborators: SEARHC Resources required/source: $15K Expected date of completion: 2009-10 Performance measure: coincide with new clinic Arcas for Action o Natural resources and cnvironment » Goal: Maintain/restore the beauty, health, and economic productivity of Kake’s natural environment Objective #1: Conservation-based development Activity: Sawmill (including support for current operation) Priority: 2 Responsible party: Private industry Collaborators: City, KIC, USES, Scalaska Resources required/source: beginning $45K. and additional as it expands, grants, loans, joint venture Expected date of completion: in operation, capitalization required for growth Activity: Develop Ice House Priority: 2 Responsible party: City, OVIK Collaborators: SEARTHC Resources required/source: $95K Expected date of completion: Performance measure: begin Spring 09 Activity: Upgrade Kake Fish Hatchery equipment; 4-net pens, increased maintenance, chiller units, road expansion, parking area enhanced Priority: | Responsible party: City Collaborators: KNPF Resources required/source: $325K Expected date of completion: long-term Activity: Punding for fish tagging program Priovity: 1 Responsible party: City Collaborators: KNPF Resources required/source: $50 Expected date of completion: long-term 15, Areas for Action e Natural resources and environment » Goal: Maintain/restore the beauty, health, and economic productivity of Kake’s natural environment Objective #1: Conservation-based development (Cont.) Activity: Operational expansion to create a wild Sockeye run for release to enhance subsistence opportunities Priority: 3 Responsible party: City Collaborators: KNPF Resources required/source: $95K Expected date of completion: long-term Activity: Reforestation of Kake Tribal lands Priority: 1 Responsible party: KTC Collaborators: OVK, USFS, AK Village Initiatives Resources required/source: grants Expected date of completion: ASAP Activity: Landscaping/beautification of community Priority: | Responsible party: everybody Collaborators: City, OVK Resources required/source: grants & volunteerism Expected date of completion: ongoing Activity: Support the sustainability of Kake’s Oyster Farm Priority: 3 Responsible party: Private industry Collaborators: Resources required/source: Expected date of completion: ongoing Arcas for Action 6» Natural resources and cnvironment » Geal: Maintain/restore the beauty, health, and economic productivity of Kake’s natural environment Objective #1: Conservation-based development (Cont) Activity: Support the development of Geoduck farming Priority: 4 Responsible party: Private industry Collaborators: Resources required/source: Expected date of completion: Activity: Adopt a community-wide Historic Preservation Ordinance for Kake Priority: | Responsible party: OVIK Collaborators: CHDS Committee Resources required/source: Expeeted date of completion: Performance measure: Objective #2: Maintain/restore environmental health Activity: Waste disposal site upgrade Priority: 3 Responsible party: City Collaborators: OVIS Resources required/source: $75K Expected date of completion: 2010 Activity: Continue further development of the recycling program Priority: 3 Responsible party: OVK, B&G Club Collaborators: City, KTC Resources required/source: 85K, EPA grant and in-kind (OVK building) Expected date of completion: ongoing Performance measure: began Spring 05 17 Areas for Action e Natural resources and environment » Goal: Maintain/restore the beauty, health, and economic productivity of Kake’s natural environment Objective #2: Maintain/restore environmental health (Continued) Activity: required maintenance on existing waste system Priority: 2 Responsible party: City, OVK Collaborators: Resources required/sources: $250K Expected date of completion: ongoing Activity: Build a sewage waste treatment plant Priority: 4 Responsible party: City Collaborators: OVK Resources required/source: Expected date of completion: Arcas lor Action ® Basic industrics » Goal: Build on existing efforts to provide jobs and create wealth in Kake Objective #1: Support local private industry Activity: Kwaan Totem Soil Inc. compost project Priority: 2 Responsible party: Kwaan lotem Soil Ine. Collaborators: private industry Resources required/source: capital market source ~— outside investment and joint venture agreements Expected date of completion: ongoing Activity: Kwaan Construction Company/Venturcs Priority: 2 Responsible party: Kwaan Construction Collaborators: private industry Resources required/source: capilal market source — outside investment and joint venture agreements Expected date of completion: ongoing Activity: Kake cold storage and other seafood processing Priority: | Responsible party: Private inclustry Collaborators: private industry Resources required/source: Investment Partner/operator partner Kxpected date of completion: Activity: Develop sustainable blueberry harvesting and industries Priority: 4 Responsible party: Collaborators: Resources required/source: Performance measure: 19 Areas for Action e Business development » in Kake Objective #2: Goal: Build on existing efforts to provide jobs and create wealth Create a supportive environment in Kake for people who have viable ideas for business start-ups and expansions Activity: Technical assistance for small businesses (business planning, marketing, bookkeeping, etc) Priority: 3 Responsible party: City, OVK Collaborators: Kake Business Bureau Resources required/source: $20K Expected date of completion: Activity: Create a revolving loan fund for small business development Priority: 4 Responsible party: City Collaborators: Resources required/source: $2M Expected date of completion: end of 2005 Activity: Create necessary non-profit & implement Objective #3: CQE (Community Quota Entity) program for Kake Priority: 1] Responsible party: City Collaborators: OVK Resources required/source: $2M Expected date of completion: in progress Create or maintain leadership and citizen’s involvement to sustain open communication Activity: Develop advisory committees to expand community input for CEDS process by addressing issues, e.g. electrical intertie, transportation, tourism, borough, and coastal zone management Priority: 4 Responsible party: CEDS Committee Collaborators: Resources required/source: ongoing, staff and time Arcas for Action e Business development » Goal: Build on existing efforts to provide jobs and create wealth in Kake Objective #4: Create a well-trained local workforce Activity: Develop a vocational training, contcr Priority: 3 Responsible party: OVIS, City Collaborators: KSD Resources required/source: $3M for facility; $1M annual operating budget Expected date of completion: Activity: Develop a hospitality-training program Priority: 2 Responsible party: CEDS Cominittce Collaborators: KSD Resources requircd/source: $15 part- time teacher, $10I¢ program development and materials Expected date of completion: Activity: Ongoing support for local education, Head Start through grade 12, including infrastructure Priority: 2 Responsible party: KSD, City, OVK Collaborators: Resourees required/source: $3M major maintenance/upgrade, $300K annual Head Start operations Expected date of completion: 21 Areas for Action Infrastructure » Goal: Modern, well-maintained infrastructure that serves local residents and businesses as well as supporting a comfortable experience for visitors Objective #1: Electrical/Energy Activity: Currently planned connection to inter-tie Priority: | Responsible party: City, OVK Collaborators: Resources required/source: $35M special appropriations Expected date of completion: 2012 est. Performance Measure: Activity: Research and implement alternative electricity generation Priority: 3 Responsible party: everybody Collaborators: Resources required/source: planning grants Expected date of completion: ongoing Performance measure: Activity: Support Biomass processing for major buildings in Kake, such as, the school, government offices and community buildings Priority: | Responsible party: everybody Collaborators: Resources required/source: planning grants Expected date of completion: ongoing Performance measure: Arcas for Action © Infrastructure » Goal: Modern, well-maintained infrastructure that serves local residents and businesses as well as supporting a comfortable experience for visitors Objective ff: Electrical/Encrpy (continued) Activity: Support the development ofa Wood fiber, waste by-product Brick/ Pollet operation Priority: 1 Responsible party: everybody Collaborators: Resources required/source: planning grants Expected date of completion: ongoing Performance measure: Objective #2: Improving Transportation Infrastructure Activity: Construction of ferry terminal building Priority: 4 Responsible party: City, OVIK Collaborators: Resources required/source: S800K Expected date of completion: need to change governor’s plans Performance measure: Activity: Develop airport expansion/tcrminal project and runway repairs Priority: 2 Responsible party: City, OVK Collaborators: Resources required/source: $1M (hangars, terminal) Expected date of completion: 23 Areas for Action Infrastructure » Goal: Modern, well-maintained infrastructure that serves local residents and businesses as well as supporting a comfortable experience for visitors Objective #2: Improving Transportation Infrastructure (continued) Activity: Improve road resurfacing and construction inside City limits Priority: 3 Responsible party: City, OVK Collaborators: Resources required/source: Expected date of completion: Activity: Improve road resurfacing and construction outside City limits, e.g. Seal Point Road Priority: 2 Responsible party: USFS Collaborators: City, OVK Resources required/source: $11M Expected date of completion: 2011 Performance measure: begin Summer 08 Activity: Build more boat slips and improve inner harbor upgrade/expansion Priority: 4 Responsible party: City Collaborators: Resources required/source: $1.5M Expected date of completion: 2009 Activity: Purchase a street sweeper Priority: 4 Responsible party: City Collaborators: Resources required/source: $25K Expected date of completion: Arcas for Action © Infrastructure » Goak modern, well-maintained infrastructure that serves local residents and businesses as well as supporting, a comfortable experience for visitors (Continued) Objective #3: Improve Other Infrastructure Activity: Create new subsurface Infrastructure upgrade (water, wastewater, and fire protection lincs upgraded/replaced ) Priovity: 4 Responsible party: City, OVK Collaborators: Resources required/source: Expected date of completion: Activity: Upgrade broadband access to Kake Priority: 2 Responsible party: Kwaan Wireless Ine. Collaborators: OVK, City Resources required/source: Rural Utilitics Service Expeeted date of completion: Spring 2005 25 Areas for Action e Public services » Goal: Provide appropriate, high-quality public services for the people of Kake Objective #1: Recreational Facilities & Services Activity: Create a recreational building for kids & citizens to enjoy rollerblading/skating, sledding, ice skating, playground, etc.) Priority: 4 Responsible party: City Collaborators: Resources required/source: $50K (for objective #3 and #4) Expected date of completion: Activity: Develop a community-wide fitness program Priority: 4 Responsible party: City, OVK Collaborators: SEARHC Resources required/source: $50K (for objective #3 and #4) Expected date of completion: Performance measure: Activity: Create a veterans park Priority: 3 Responsible party: City, KTC, OVK Collaborators: SEARHC Resources required/source: Activity: Build a bowling alley Priority: 4 Responsible party: private industry, City, OVK Collaborators: Resources required/source: OVK to search for grants Expected date of completion: Performance measure: Areas for Action © Public services » Goal: Provide appropriate, high-quality public services for the people of Kake (Continued) Objective #1: Recrcational Facilitics & Services (continued) Activity: Develop a baseball field Priovily: 3 Responsible party: private industry, City, OVI. Collaborators: Resources required/source: OVK to search for grants Expected date of completion: Objective #2: Human services & facililics Activity: Build an overnight medical facility Priority: 2 Responsible party: City, OVK, SHARC Collaborators: Resources required/source: Expected date of completion: Activity: Create a new Gravesite in Kake and/or upgrade/seck Grave Island maintenance funds following transfer from USFS Priority: 3 Responsible party: City, OVIK Collaborators: TC Resources required/source: Expected date of completion: Activity: Develop a short-term morgue Priority: 4 Responsible party: private industry, City, OVK Collaborators: Resources required/source: OVK to search for grants Expected date of completion: 27 ¢ Monitoring and Evaluation Responsible parties will report their progress and problems to the CEDS regularly (at least quarterly). Robert Adkins of the University of Oregon will continue to work with the CEDS Committee in three ways. » He will provide staff support to turn this preliminary strategic economic development plan into a Comprehensive Economic Development Strategy that has been approved by the Economic Development Administration. » He will help develop performance measures which will provide the community, funding agencies, and investors with an objective view of Kake’s overall progress and the progress of specific projects. » He will conduct regular, systematic reviews of Kake’s progress, to help the community make mid-course corrections and revise/update the CEDS as needed. The CEDS will work with the University of Oregon to secure outside funding to support Adkins in these activities. APPENDEX A Table of Kake CEDS Goals, Objectives & Activities * (abbreviated listing from CEDS Plan) Nolo: All activities have been determined to be very important to the community of Kake and the following priority ratings are not meant to dinmish the » of priority 4 versus priority 1 (ie. if a funding opportunity arises for a priority 4, it Community of Kake, Alaska local CEDS plan's Goal/Objective/ Activity _ Goal Objective . Activity / Projec 2 sible and attractive to Multi-use dock Feasibility study/Business plan visitors 1 igineering 1 Design & Constuction of mulli docl Cannery ul Canney t ration/com fon proj um 2 Create a mu Can nery markeli hg program 2 Visitor Center > Visitor attractions Tribal House . 2 Boardwall Whale watchi |cagles) stabilize/fa Community Tribal House (lourism only at Totem Park in summer) Totem Park (located by health clinic) ain/restore ‘the beauty, h Conservation-based development Sawmill (including support for cur economic productivily of Kake's natural operation) environment Develop Ice House h Hatchery equipment; 4- net pens, increased maintenance, chiller units, road expansion, parking area enhanced [Upgrade Kake F Funding for lab equipment for fish tagging program Operational expansion to create a wild Sockeye run for release to enhance 3 subsistence opportunities Reforestation of Kake Tribal lands Landscaping/beautification of community Support the sustainability of Kake's Oyster Farm Support the development of Geoduck farming _ Adopt community Historic Preservation _ _ . . Ordinance & Planning process Maintain/restore environmental health Waste disposal site upgrade Continue further development of the recycling program required maintenance on existing waste system Build a sewage waste treatment plant 4 29 APPENDIX A — Table of Kake CEDS Goals, Objectives & Activities (continued) Build on existing efforts to provide jobs and create wealth in Kake Support local private industry Kwaan Totem Soil Inc. compost project Kwaan Construction Company/Ventures Kake cold storage and other seafood processing Develop sustainable wild berry harvesting and industries Create a supportive environment in Kake for people who have viable ideas for business stari-ups and expansions Technical assistance for small businesses (business planning, marketing, bookkeeping, etc) Create a revolving loan fund for small business development Create necessary non-profit & implement CQE (Community Quota Entity) program for Kake Create or maintain leadership and citizen's involvement to sustain open communication Develop advisory committees to expand community input for the CEDS process by addressing issues - e.g. electrical inertie, transportation, tourism, borough, and coastal zone management Create a well-trained local workforce Develop a vocational training center Develop a hospitality-training program Ongoing support for local education, Head Start through grade 12, including infrastructure Modern, well-maintained infrastructure that serves local residents and businesses as well as supporting a comfortable experience for visitors Electrical/Energy Infrastructure Currently planned connection to inter-tie Research and implement alternative electricity generation Support Biomass processing for major buildings in Kake, such as, the school, govt. offices and community buildings Support the development of a wood fiber, waste by-product Brick/Pellet operation Improving Transporation Infrastructure Construction of the ferry termina! Building Develop airport expansion/terminal project and runway repairs Improve road resurfacing and construction inside City limits Improve road resurfacing and construction outside City limits, e.g. Seal Point Road Build more boat slips and improve inner harbor upgrade/expansion Purchase a street sweeper Improve Other Infrastructure (Create new subsurface Infrastructure (water, wastewater, and fire protection lines upgraded/replaced) Upgrade broadband access to Kake APPENDIX A —'Pable of Kake CEDS Goals, Objectives & Activities (continued) Provide Ippropr inte, high-quality public services for (he people of Kake Recreationa cilities & vices Create a recreational building for kids and citizens to enjoy (rollerblading/skating, Develop ¢ Human servi 31 |Build an ove Create a ne : z upgrade and seek a maintenance fund tor nd following transfer from USES Develop a short-term morgue 1) 4) 6) Activity: Activity: Activity: Activity: Activity: Activity: APPENDIX B Kake Accomplishments 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 Resources required/source: $13,000,000 Expected date of completion: Summer of 2001 Performance measure: Project is completed Repair to the Ferry Dock Responsible party: City of Kake Collaborators: City of Kake Resources required/source: Expected date of completion: Completed Performance measure: Project is completed Repair Cannery Responsible party: Organized Village of Kake Collaborators: Organized Village of Kake Resources required/source: Expected date of completion: Completed Performance measure: Project is completed Construction of a new playground Responsible party: City of Kake Collaborators: City of Kake, Kake School District, State Agencies Resources required/source: $20,000 Expected date of completion: Completed June 15, 2001 Performance measure: Project is completed Alpine Lake Project Responsible party: City of Kake Collaborators: City of Kake, Organized Village of Kake Resources required/source: Expected date of completion: Completed Performance measure: Project is completed Kake community building renovation Responsible party: City of Kake Collaborators: Resources required/source: 150,000 7) Activity: 8) Activity: 9) Activity: 10) Activity: WN) Activity: 12) Activity: Kxpected date of completion: Completed Performance measure: Projcct is completed Boys and Girls Activity Center Responsible party: Organized Village of Kake Collaborators: City of Kake, Organized Village of Kake Resources required/source: Expected date of completion: Completed Performance measure: Project is completed ‘Temporary Dam for community water supply and Guunule Crock Hatchery water supply Responsible party: Kake Non-Profit Fisheries Corp., Organized Village of Kake Collaborators: Organized Village of Kake, Kake Non-Profit Fisheries Corp. Resources required/source: $141 Expected date of completion: Completed March, 200] Performance measure: Project is completed Renovated and restored KTC’s cold storage ice freezers to operational status Responsible party: KTC Collaborators: City of Kake, Resources required/source: Expected date of completion: 2006 Performance measure: Project is completed Bear viewing platform /gift shop Responsible party: KNPC Collaborators: City of Kake Resources required/source: $75K Expected date of completion: 2006 Performance measure: Project is completed Clean up, capping and beatification of lift station near City dock Responsible party: City of Kake Collaborators: Public Health Service, ANTHC Resources required/source: Expected date of completion: 2006 Performance measure: Project is completed Created waste recycling program that generates revenue for Kake’s youth Responsible party: OVK Collaborators: , Kake’s youth 33 13) 14) 15) 16) 17) 18) Activity: Activity: Activity: Activity: Activity: Activity: Resources required/source: AML Expected date of completion: 2006 Performance measure: Project is completed Waste disposal site upgrade, dump area fenced and gated Responsible party: City of Kake Collaborators: Resources required/source: Expected date of completion: Performance measure: Project is completed Acquired motor oil recycling unit Responsible party: OVK Collaborators: Resources required/source: Expected date of completion: Performance measure: Project is completed Kake Tribal Corporation obtained 8a status Responsible party: KTC Collaborators: Resources required/source: Expected date of completion: Performance measure: Project is completed 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: Expected date of completion: 2006 Performance measure: Project is completed 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: Expected date of completion: 2004-to-date Performance measure: Project is completed Reconstructed the Dam Responsible party: City of Kake Collaborators: Resources required/source: $7M Expected date of completion: 2006 Performance measure: Project is completed 19) Activity: Constructed an additional Dolphin at ferry terminal Responsible party: City of Kake Collaborators: City of Kake Resources required/source: $751 Expected date of completion: 2006 Performance measure: Project is completed 2()) Activity: Developed Broad band in Kake Responsible party: KTC Collaborators: Resources required/source: Expected date of completion: 2006 Performance measure: Project is completed 21) Activity: Upgraded infrastructure to receive larger ferries allowing an extra run per week Responsible party: City of Kake Collaborators: Resources required/source: Expected date of completion: 2006 Performance measure: Project is completed 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: Expected date of completion: 2006 Performance measure: Project is completcd 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: Expected date of completion: 2006 Performance measure: Project is completed 24) Activity: Upgrade to infrastructure by chip seal resurfacing done in city limits Responsible party: City of Kake Collaborators: Resources required/source: Expected date of completion: Performance measure: Project is completed 35 26) 27) 30) Activity: Upgrade to water supply system by acquiring two pumps Responsible party: KNFC Collaborators: City of Kake Resources required/source: Expected date of completion: Performance measure: Project is completed Activity: Medical Clinic expansion Responsible party: City of Kake Collaborators: SEARCH, Denali, ? Resources required/source: 5.8M Expected date of completion: 2009, currently in progess Performance measure: Activity: Conducted the 19" annual Culture Camp Responsible party: OVK Collaborators: ?? Resources required/source: Expected date of completion: Performance measure: Activity: Acquired Chiller for Fish Hatcher Responsible party: City of Kake Collaborators: Resources required/source: Expected date of completion: Performance measure Activity: Established the Kake Veterans Association Responsible party: Collaborators: Resources required/source: Expected date of completion: Performance measure Activity: Youth/Justice & Crime Prevention Program Responsible party: OVK. Collaborators: SEARCH, Petersburg, Anchorage and Juneau Judicial System, Kake School District Resources required/source: Expected date of completion: Ongoing Performance measure St) Activity: Acquisition of 3 homes in the in Kake to sell back to cligible tribal members and four lots for future Affordable Home development Responsible party: OVI Collaborators: Tlingit & Haida Regional Housing Autharity, HUD Resources required/source: Expected date of completion: Performance measure $2) Activity: Youth Bicycle Safety Program Responsible party: Kake injury prevention Collaborators: search south east Alaska regional health, Ovi. 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: SEARCH Resources required/source: Expected date of completion: Performance measure: Ongoing 34) Activity: Acquisition of co mmunity exercise equipment Responsible party: OVI Collaborators: Kake School Resources required/souree: 25,000 Expected date of completion: Performance measure: Completed 35) Activity: Integrated Solid waste management plan Responsible party: OVIC Collaborators: City Resources required/source: 15,000 Expected date of completion: April 2007 Performance measure: Completed 37 This page intentionally left blank (end of document)