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HomeMy WebLinkAboutNana Regional Strategy 1979-1982Alaska Power Authority LIBRARY COPY NANA REGIONAL STRATEGY prepared by Maniilaq Association Box 256 Kotzebue, AK 99752 1979-1982 NANA REGIONAL STRATEGY prepared by Maniilaq Association Box 256 Kotzebue, AK 99752 1979-1982 Aot Q0S ck Chapter II IIrI IV vi vil VIII Ix OVERALL TABLE OF CONTENTS List of Figures . .. . 2. +2. 2 + 2+ + © © © @ © List of Maps . . 2. 2. 2 6 © © © © © ee ew ow ew Preface . . 2. 2. 2 «© © © © © © © © ee we ww How To Use the NANA Regional Strategy Acknowledgments . . . . . «© © + «© «© © © © © @ OVERALL SUMMARY - NANA REGIONAL STRATEGY . . PLANNING SYSTEM . . 2. 2 «© «© © © © © © © © © © ECONOMIC DEVELOPMENT STRATEGY . ....- - - LAND RESOURCES STRATEGY . . ... + + © «© « « SOCIOCULTURAL STRATEGY .... + +. +6 © «= © » COMMUNITY DEVELOPMENT STRATEGY ....-: + LOCAL STRATEGY PLANS ...-. + ++ + 2 © «© & TRACKING SYSTEM... 2. © + 2 + + 2+ e+ ee © IMPLEMENTATION . ~~. © «© © © © © © © © © © © LIST OF ABBREVIATIONS . . 2. « «© «© «© © © © «© © ii Page iii vii viii 13 27 55 79 119 149 211 225 239 el Figure ve WN NNN ' ous ww ot NFR hatte rPrRPODMDANAUNABW RO bal Tesi WNrH LIST OF FIGURES Page Overall Summary Method for Reaching Goals .........424-24e66-. 5 Detailed Examples for Reaching Goals ......... 6 Planning System Relationships Between Local and Regional Strategy Plans . . . 2. 2. 2. 2 © © © © se © © we ew we ew 18 Steps for Developing the Regional Strategy Process . . 19 Process for Using Local Strategy Plans to Fund Community Development Projects .........4+e4e6-. 20 Interagency Planning in the NANA Region ....... 22 Interlocking Planning Cycles .........4.24+244.6-. 25 Management System Information Flow .......... 26 Economic Development Strategy Foundations for Achieving Goals .........2.4.. 31 Three-Pronged Socioeconomic Strategy to Prepare Residents for Future Development and 1991 ...... 34 Economic Development Strategy ........4.e4e-. 39 Strategy to Provide Jobs .........4.24+24-24068-8 40 Strategy to Diversify the Economy ........e... 41 Economic System Information Flow. .........-. 49 Employment and Population Forecasts ........-. 50 1990 Forecasts, Total NANA Region .. [soe eee 51 Implementation Schedule of Kotzebue Technioad Center . 52 Occupational Demand, Total NANA Region. ....... 53 Proposed Roles for Public and Private Sectors in Village Economic Development .........4.-. 54 Land Resources Schedule for Agency Land Use Plans in the NANA Regards soso ll oal ol lal allow tara 9 oT lal rl cll 60 Natural Resource System Information Flows ...... 62 Lands Task Force Management Plan ........e2e8-e 64 Sociocultural Strategies Social Services System Information Flow ... est 111 Community Development Local Management Capacity Strategy ........e.-. 123 Process for Improving Local Management Capacity ... 124 Facilities System Information Flow .........-. 127 iii (continued...) Housing and Energy Strategy ..- +++ ++ -+-e-e-s Facilities Task Force Management Plan ..... .- Criteria for Selecting and Evaluating Alternative Community Projects ......-+-+-s--. Project Evaluation for the NANA Region (Regional Criteria for Evaluating Local Grant Proposals) . Local Strategies yyy ted ' RPRPWODMDANI AUN BWNHEH 1 BR NRO Vesey yeeyes ' PR Bw 7-15 7-16 7-17 7-18 Draft Strategy Plan by Ambler ....-+ + + + @ = Ambler Development Schedule ...-+ +++ 2+ «© « « Buckland Development Schedule .-.- ++ ++ © > Draft Strategy Plan by Deering Deering Development Schedule . Draft Strategy Plan by Kiana . . . ° . ° . . . . . Kiana Development Schedule . ..- +--+ +++ +s - Draft Strategy Plan by Kivalina .....-+--.-- Kivalina Development Schedule ....-+-+ ++: - Draft Strategy Plan by Kobuk .......-.-+-.- Kobuk Development Schedule . ...-+--+- ++ + «+s > Kotzebue Development Schedule ....-+ ++ +s «© Noatak Development Schedule ..--+---+--+--+-+-- Draft Strategy Plan by Noorvik ....-.-+-+-s+-s. Noorvik Development Schedule .. +--+ +++ +s > Selawik Development Schedule . .--- +++ +=: = Draft Strategy Plan by Shungnak ....-+-+ 2 «+ + Shungnak Development Schedule .... + + + © « « Tracking System ee NR acco ou & Ww Status of Facility Requests 1980 ....-+-+-.-. - NANA Region Transportation Planning for Village Public Works - FY83 Updates ... ++ +++ © «© « Housing Construction . . . . 2. +6 6 + + © © © © © @ Water and Waste Systems ... +--+ + + © © © © «© « Road Construction ....-. ++ +++ +++ ee e Airport Construction Programming Schedule for the NANA Region ...-.-+ ++ ++ +e +e ee = School Construction ....-. ++ + © © © © © «© «© Examples of Consolidated Indicator Charts for Tracking Socioeconomic Change ..- + + »© «© « « « Implementation 9-1 9-3 (...continued) Acting on Research Funding to Improve Conditions Tools and Actions for Bringing Together Public and Private Efforts ..... ++ «+ +++ © «© « Schedule for Overall Regional Planning Coordination iv 158 162 166 168 176 178 182 184 186 188 190 192 194 196 200 203 204 207 216 217 219 220 221 222 223 224 229 234 235 10 11 12 The NANA Region . Potential Economic Development and Land Ownership LIST OF MAPS Probable Locations of Future Projects in: Ambler . Buckland Deering Kiana . Kivalina Kobuk . Noatak . Noorvik Selawik Shungnak Page vi 35 161 165 175 181 185 189 193 199 202 206 TA FAIRBANKS e ANCHORAGE SCALE IN MILES CHUKCHI Peninsulo SOUND Photo 1. Subsistence hunting in sea ice. More than 70% of NANA Region residents rely on subsistence for more than half of their diet. Employed people still engage heavily in hunting for Native foods. (1979 Survey by Alaska Public Forum and Maniilaq Association). viA Matt Conover PREFACE The NANA Regional Strategy is a 10-year plan for the overall development of Northwest Arctic Alaska. Strategic planning is broad-based and brings together all the plans for economic development, education, land and natural resource use and community development. Strategic planning is a tool to manage growth and change in a way that reduces negative impacts on a community or region. This Strategy contains plans that should be reviewed each year to determine if they continue to meet the stated priorities of the region and communities. The key theme throughout the NANA Regional Strategy is management of the process of change. Rather than see the contrasts and conflicts in our region as problems, we choose to see them as opportunities for improving our living conditions. Market demand for our region's mineral resources is seen as an opportunity for creating regional jobs. Through both public and private cooperation in the design and management of projects, we hope to prevent negative impacts on our subsistence lifestyle while improving job opportunities for individuals and their families. To prepare our people for new job opportunities and to solve existing social problems, we are reinvoking our traditional extended family support networks and value systems. Our traditional values of cooperation, persistence and pragmatism will help us adapt to these coming changes and challenges. We seek and expect as much commitment from outside private corporations working in our region as we do from our government and ourselves. Intensive management and cooperation will be required to make the strategies in this document a reality. The Governor's Office has repeatedly expressed a commitment to support and implement planning initiated at the local and regional levels. The Governor has sent letters to commissioners and directors encouraging cooperation wherever possible. Our state legislators will be working with the administration to make sure that agencies and corporations are complying with the priorities set out in this document and the priorities that arise as emergencies. Corporations working within the region will be asked to comply with the Regional Strategy through contractual agreements. Both NANA and Maniilag will be educating corporations about the need for local hire and land protection. We hope we will be joined in this effort by agencies and corporations as they write subcontracts for work in the region. Updates to the local and regional strategies will be sent out periodically to keep this information current and to remind agencies and corporations about our objectives. Your continuing use of this Regional Strategy as a reference will be appreciated. vii How To Use The NANA Regional Strategy Turn to the Overall Table of Contents for a review of the Strategy's organization. Select the chapter you are most interested in. a. An overview of the planning process is found in Chapter II, Planning System. b. Broad regionwide strategies are found in Chapters I, II, III and Iv. c. Local strategies and capital improvements for villages are found in Chapter VI, Community Development Strategy, and Chapter VII, Local Strategy Plans. They are organized by type of facility in Chap- ter VII. d. Broad institutional development actions are discussed in Chapter Ix, Implementation. Village Couneil members interested in your own village should turn to Chapter VII, Local Strategy Plans. Villages are listed alphabetically, starting with Ambler. Each strategy has a problems list, followed by ac- tions suggested by the councils and Maniilaq staff to solve these prob- lems. Read from left to right. Agencies building projects in a village should turn to Chapter VII, Local Strategy Plans, for an overview. See the local strategy maps. They show proposed locations of related projects. Contact the Soil Conservation Service for their publication on soils of NANA villages for engineering suitability. See Community Profile maps at Maniilaq Association for utility locations. Aerial photos are available for certain lands at 1:60,000 black and white or 1:15,840 color infrared at Maniilaq or NANA. Always contact the city and IRA Councils before you start a project or make a decision affecting the village. The draft strategies contained in this document must be rechecked with the village for updates. You may also want to look at Chapter VIII, Tracking System, for a regionwide overview. Agencies doing program planning for budgeting or proposal writing should review Chapters I through IV. They provide a broad conceptual back- ground, statistics and broad strategies and workplans for the region and other organizations for the next ten years. Please read the chapters that may not be in your subject area to see related issues. Agencies reviewing grant applications for the community should review Chapter VII, Local Strategy Plans, to fit proposed projects into the overall development plan. There may also be information useful to you in the regional tracking charts found in Chapter VIII. Outstde corporations will probably want to start with Chapter III, Economic Development Strategy , but should also be sure to read Chap- ter I, Overall Summary, and Chapter V, Socioculture Strategy. Corpora- tions concerned about land use permitting should read the management plan for the Lands Task Force in Chapter IV, Land Resources Strategy, and the Coastal Management Plan available from the State or Maniilaq Association. viii 8. For all organizations concerned with the high costs of operating facili- ties in the arctic, read the Facilities Task Force Report in Chapter VI, Community Development Strategy. 9. Legislators needing input for legislative bills, please read the task force reports. You will find a variety of programs and projects which need funding. In some cases, legislation is recommended to solve broad~ scale problems. Community project priorities are also suggested in Chap- ter VII, Local Strategy Plans. 10. Communities, agencies or legislators wanting to see what is being done to improve municipal management, see Chapter VI, Community Development Strategy. It contains broad recommendations for funding training pro- grams and other specialized projects. 11. Anyone interested in setting up a similar regional strategy should go to Chapter II, Planning System, to review the overall process. 12. Land agencies should also be sure to read Facilities Task Force Manage- ment Plan, Chapter VI, Community Development Strategy (Figure 6-5). We intend to prepare a chart which simplifies the Regional Strategy for posting in village community halls. There will be a place on the chart for posting that village's local strategy plan. This will allow each individual to see how local plans fit into the overall strategy. ; Local strategies and plans were gathered for this document during the last three years. Limited staff time prevented us from physically returning to all villages for updates. Villages were asked to send updates based on the draft strategy, but none responded. Now that the document is together and more staff are being hired, we will be updating these local strategies and program plans. This three-ring binder has been provided so that new informa- tion can easily be added. Corrections and updates should be sent to Regional Strategy, Maniilag Association, Box 256, Kotzebue, Alaska 99752. ix ACKNOWLEDGMENTS Special appreciation goes to the Boards of NANA, Maniilagq, the Northwest Arctic School District and the Coastal Resource Service District, as well as the city councils, and IRA Councils of all the villages in the NANA Region. Ambler Ivisaappaat Buckland Nunatehiaq Deering Ipnatchiaq Kiana Katyaak Kivalina Kivliniq Kobuk Laugvitk Kotzebue Qtktqtagruk Noatak Nautaaq Noorvik Nuurvtk Selawik Akuligaq Shungnak Isinnaq Steering Committee John Schaeffer, President, NANA Regional Corporation, Inc. Marie Schwind, President, Maniilaq Association George White, former Superintendent, Northwest Arctic School District Dennis Tiepelman, former President, Maniilag Association Staff Matt Conover, Planning Director and Project Manager Pam Herman, former Director of the NANA Museum and Special Assistant to President of NANA Jan Woodworth, former Director, Kotzebue Technical Center, NWASD Walter Sampson, Director of Lands, NANA Regional Corporation Jeff Smith, Vice President, Operations, Maniilaq Association Bert Griest, former Lands Director, NANA Regional Corporation Helvi Sandvik, former Economic Development Planner Bob Knoll, former Economic Development Planner Funding The preparation of this report was financed through public and private contracts and grants from the following: NANA Regional Corporation, Inc. Department of Education Northwest Arctic School District Department of Transportation Governor's Division of Policy and Public Facilities Development and Planning Department of Commerce and Department of Fish and Game Economic Development Department of Health and U.S. Department of Housing and Social Services and Urban Development Administration of funds was through the Alaska Department of Community and Regional Affairs. Support funds were also provided by the U.S. Economic Development Administration, the City of Kotzebue and the Alaska Department of Community and Regional Affairs. Final editing, graphics and word processing for this document were done by Boone/Winterburn & Company, with extraordinary assistance from Diane Bregoli (editing), Linda Silver (graphics), Cyndi Schultz and Spindrift Associates (word processing). xi Chapter I Overall Summary NANA Regional Strategy Table of Contents Overall Summary of the NANA Regional Strategy Raise the Standard of Living Protect the Environment and Subsistence-Based Culture Strengthen the Spirit and Pride of the Inupiat Eskimo Develop Local Management Capability and Local Control Chapter I Overall Summary NANA Regional Strategy The overall purpose of the NANA Regional Strategy is to improve the quality of life in the NANA Region by meeting the following broad goals: I. Raise the standard of living through balanced and phased economic development. II. Protect the environment and the subsistence-based culture. III. Strengthen the spirit and pride of the Inupiat Eskimo and reduce the causes of social problems brought on by rapid social and economic change. Iv. Develop local management capability and local control to make self- determination* a reality. These goals are being met through several strategies discussed on the following pages. The primary means for meeting these goals include coordina- tion of organizational efforts, accelerated education and planning, media co- ordination, and development of a support network and incentive system to foster individual commitment to the proposed changes. (See Figures 1-1 and 1-2.) I. Raise the Standard of Living A. Stimulate balanced, phased and appropriate economic development to create jobs for maximum local hire. 1. Develop provide < a. Ide exis b. Inv pre agi *Self-determinati Arnold, Robert D. 1978), P.276. ACHIEVEMENT OF GOALS Null V. PROJECTS IV. PROGRAMS lil. OBJECTIVES (performance targets) ll. STRATEGIES l. GOALS HAT Figure 1-2 DETAILED EXAMPLES FOR REACHING GOALS ACHIEVEMENT OF GOALS PROJECTS (Examples) USFS timber surveys Sawmills Kotzebue ice rink Landsat computer mapping —_Woodstoves Noatak log bridge Kobuk water planning Freezers Skin sewing and sled guide Small agriculture building classes Subsistence baseline Fur farming Reindeer herders school studies Log homes Traditional medicine Regional and community Energy audits Study of learning patterns selections Multi-fuel boiler of school kids in this region PROGRAMS (Examples) Coastal management Agriculture Adult basic education Habitat planning Energy planning ‘Technical center Water resource planning X-CED teacher training Reindeer range management Cultural heritage Soil surveys Alcoholism counseling Leadership school Instructional TV Wellness OBJECTIVES (Examples) (performance targets) Sustain the Reduce the use Raise Reduce alcoholism level of take of oil to one employment by by 308 in the in subsistence barrel/month in 358 in the next 5 years hunting over the 80% of NANA next & years next 10 years homes by 1985 STRATEGIES (Examples) Lands Economic Social Supplement subsistence Substitute local Publicize local efforts at with agriculture for resources for imported self-sufficiency to inspire regional self-sufficiency goods wherever possible hope, faith and pride in (e.g. wood & coal) the region's people Prepare land and water management plans to Prepare people for higher Accelerate training in a Prevent damage to participation in the cash variety of technical and environment from future ‘economy by creating management skills to ensure development projects lifestyle options visible job opportunities GOALS LANDS COMMUNITY ECONOMIC SOCAL, SERVICES Subsistence self- Cultural Revival Protection Housing Sufficiency Alcoholism Reduction Quality Self-Reliance li Tee O FF) 3. e.g. Expand regional agricultural extension services to assist residents in greenhouse farming and local mar- keting strategies c. Encourage state spending on capital improvements to maintain a steady level of construction jobs. d. Investigate the possibilities of mining to create jobs for local people in all phases of a mining operation (from equip- ment operators to top management personnel). (1) Secondary service businesses will be created to provide related services to mining companies. Existing secondary service firms should be able to increase their revenues and employment as a result of mine-related business. (2) If local people do not establish businesses to take advantage of opportunities, employment opportunities should still be increased in new and existing businesses, especially in firms managed by NANA and Kikiktagruk Inupiat Corporation (KIC). (3) Additional cash in the economy will create private venture eapttal for new start-ups in traditional jobs such as fishing. For example, individuals should have sufficient funds to buy permits and gear. e. Encourage corporations and agencies to structure work to allow for traditional activities. e.g. Subsistence leave, seasonal flex time, job sharing, job rotation, etc. Provide jobs in villages by avoiding centralization of institutions, businesses and industry. This will keep a local talent pool in the region. Avoid massive application of labor-saving devices so jobs are not eliminated. Increase local processing of resources to create jobs and to reduce cash flow out of the region. 1. Use portable sawmills to cut local wood to reduce the need for importing costly lumber from outside. Market local produce and dairy products within the region to reduce food costs. Market reindeer meat as an alternative to high-priced imported beef. Market processed fish from Kotzebue and Selawik. ~ Il. 5. Develop local energy resources such as wood, coal, hydro and wind to replace costly imported oil. Encourage investments in roads, ports and runways. Improved transporta- tion facilities would reduce transportation costs and improve the eco- nomic development climate. e.g. Extend Deering runway to accommodate large cargo planes for flying out herring. Extend Kotzebue runway to accommodate larger planes to eliminate costly product transfers in Anchorage. Increase technical training targeted to specific jobs coming to this region. 1. Make sure that residents are trained at a rate fast enough to meet the demands of major development projects. If not possible, phase development over a longer period to give residents enough time to train for the new job opportunities. 2. Match education and training to specific job categories by bringing together private developers and educational planners. a) Develop a technical training institute within the region (e.g. Kotzebue Technical Center). 4. Consolidate educational institutions so that a wide range of programs is offered. e.g. Tie Chukchi Community College to the Kotzebue Technical Center, high school and community education programs. 5. Use high technology communication networks to bring equal quality education to the villages. e.g. Instructional TV, computers and electronic mail 6. Seek corporate funds and scholarships for training programs and higher education. Closely coordinate manpower placement programs to maximize local hire. Train and support individuals interested in starting occupations such as fishing, agriculture, furfarms and guiding as an alternative to working for large corporations. Protect the Environment and Subsistence-Based Culture Manage growth and development so that the environment and subsistence are protected. 1. Develop local and regional institutions for planning and growth management. 4. e.g. Local planning and zoning commissions, coastal resource service district board and, perhaps, borough government Use NANA's Land ownership as a tool for negotiating terms and conditions of development in exchange for trespass rights and min- eral leasing rights. Establish strong environmental and subsistence protection clauses in contracts between NANA and other corporations. Assist state and federal environmental agenctes to develop reliable data bases and to exercise their regulatory responsibilities. Design economic development projects so they minimize impacts and site projects where they will do the least harm. 1. 2. Emphasize compact development and minimum of roads. Encourage local participation in the design, review and approval of projects. Use NANA's influence with development corporations to reduce impacts on the environment and subsistence lifestyle. a. Encourage use of air transport whenever possible to reduce the need for roads. b. Encourage use of pollution controls. Cc. Develop flexible scheduling to allow for subsistence leave. d. Use rotational scheduling (two weeks on/two weeks off) to encourage people to live in their home villages. Involve agencies throughout project design and development so that there is adequate lead time for permitting, approvals and required studies. e.g. Preview plans with Lands Task Force to identify needed studies and permits; preview plans with Facilities Task Force to identify support services, preview plans with the Health/Educational/Social Services (HESS) Task Force and villages for social programs Advocate on behalf of subststence. 1. Lobby to maintain the protective land use classification we lobbied for in d-2. Continue to manage former village corporation lands for subsistence protection. Have local people on the Alaska Land Use Council Advisory Committee. Ill. 10 4. Continue work with fish and game advisory boards and various commissions. 5. Gather data for a better decision-making base and make information available to legislators and other policy makers. 6. Establish subsistence protection as a goal of the Coastal Management Plan. 7. Work cooperatively with landowners on the Lands Task Force to manage the entire region as a unit with subsistence resource protection as a prime goal. 8. Lobby against upland oil and gas leasing and state and federal land disposals. 9. Make sure development corporations and agencies use a rational planning process that follows our policies for compact development, air transport and phasing-in of development projects. Strengthen the Spirit and Pride of the Inupiat Eskimo Raise morale and pride through a cultural revival and eliminate conditions that weaken the Inupiat Spirit. 1. Encourage in all aspects of life (family, school, work and media) traditional values useful in coping with modern life. e.g. Courage, adaptability, sharing, family stability, work commitment, ties to the land, etc. 2. Create strong media and educational programs to promote public morale and pride. 3. Continue work of Inupiat I2itqusiat and support local and regional Elders' Councils in their efforts of guiding families and institu- tions. 4. Continue cultural events such as the Northwest Arctic Trade Fair, dogsled races, etc. 5. Stop the decline of and promote the use of the Inupiaq language. a. Northwest Inupiag Language Commission work should expand. b. Continue development of bilingual materials for educational programs. 6. Provide high media coverage of positive role models, especially of those who function well in both cultures. 7. Expand Elders' role in teaching youth by providing more classroom time for the Elders. Matt Conover Matt Conover Photos 2 & 3. One element of the Regional Strategy is to hire more Natives for the classroom,especially Elders. While teaching traditional skills, elders 3 pass on traditional values and behavior codes. Traditional values useful in the modern world include mental strength, persistence, adaptability, quietude of spirit, avoidance of conflict. 10A Iv. 8. Train and hire more Native teachers, planners, administrators and supervisors. Increase opportunities for developing both technical and subsistence skills so people can function effectively in both cultures. (Don't make them choose.) 1. Expand Bilingual Center and Kotzebue Technical Center at the same time. 2. Use satellite instructional TV and computers for teaching both Inupiaq and technical courses. Create a sense of self-worth and self-esteem by providing job opportuni- ties in the villages. (See economic development strategies under I-A at the beginning of this chapter.) Make visible job opportunities being created through economic develop- ment. 1. Intensify media coverage on available jobs and training and place- ment efforts in the region. 2. Notify individuals that they are being considered for specific job opportunities. For more specific examples, see HESS Strategies and summaries of Inupiat Spirit Program and Regional Elders' Council in Chapter V, Sociocultural Strategy. Develop Local Management Capability and Local Control Develop a new approach to training which blends traditional values and modern management techniques so people from this region can develop skills within a familiar framework. Develop targeted career training to prepare youth for key jobs in each sector of the economy. Develop a middle management group from local village talent to be crew leaders, technical coordinators and supervisors to make sure community development projects happen. Train local council members in community organization skills and in decision-making techniques. Emphasize analysis of long-term costs of community development projects. Teach local managers how to conduct town meetings that encourage public participation. Encourage establishment and growth of independent small businesses so that residents can be their own boss and be independent of large corpora~ tions. 11 12 i Establish programs to help existing small businesses become more stable and profitable. 2). Encourage successful small businessmen within the region to share their skills with others. 3. Establish a network of small businesses so that technical assistance can be delivered more efficiently. Establish local strategies to provide a framework for further planning that includes economic development, community facilities, land use and social and health services. 1. Maniilagq will coordinate regional, state and federal assistance to local councils for implementing local strategies. 2. Maniilaq, NANA and the School District will encourage organizations outside the Region to base their plans on local strategies. Maniilaq will study the feasibility of computerizing plans for rapid update. Maniilaq will develop a management tracking system for monitoring and updating plans. It may prove feasible to computerize the tracking charts so that agencies, communities and corporations can have rapid access to updates. Use NANA, Maniilaq, the Northwest Arctic School District and the City- of Kotzebue as a training ground for developing managers. Encourage maximum local involvement and public participation in the design and review of economic and community development projects. i, Corporations will be given copies of local and regional plans to use as a framework for developing their programs. 2. Media coverage of community development efforts will be coordinated through local and regional groups. 3. Agencies should always provide communities with a range of opttons in types of technology and their related costs before designing a program or project. 4. Maniilaq and NANA will continue to encourage agencies to work on task force teams to develop plans and coordinate efforts with the communities. 5. A mayor's council should be established to formally represent the municipalities' interests and be represented on the Regional Strategy Steering Committee. Investigate the usefulness of borough government, a regional IRA Council, or any other structure that gives the communities a mechanism for im- proving services and local control. 7 Chapter II Planning System Table of Contents Definition of Regional Strategy Use of Existing Plans Process for Developing Plans How Plans Can Be Used For Rural Community Development Organization Structure Planning Cycles Overall Management System 15 Chapter II Planning System Definition of Regional Strategy The NANA Regional Strategy is a framework for organizing and coordinating the planning efforts of government, communities and corporations. Local strategy plans by community councils are incorporated into the Regional Strategy along with regional, state and federal recommendations. The Regional Strategy is not a set of regulations. The Strategy repre- sents the cooperative contributions of Many organizations. Power to implement the plans contained in this document lie in the assembled authority of the organizations that have contributed to its development. Use of Existing Plans The Regional Strategy is based as much as possible on the planning efforts of many organizations over the past several years. The policies and programs developed as a result of these efforts are part of the information base in this document. They should be referred to before making new policies or plans. The Regional Strategy attempts to consolidate and coordinate all the planning efforts in the region. Therefore, the Regional Strategy must be broad. By basing the overall Regional Strategy on the existing plans, we have developed a package of plans from broad to very specific. “Since the Strategy document itself cannot be too specific, the plans written by each agency or community provide the detail needed. Each chapter in this document mentions plans that have been completed or are in progress for specific issues (e.g. lands, health, etc.). Anyone interested in reading the more detailed plans should contact the respective agency or Maniilaq Association. We have attempted to show how the various plans fit together and work toward meeting common goals. There are over 20 plans being prepared in the NANA Region. In future years, we hope to continually improve the coordination among plans, using the process established here. As the various plans are implemented, they will in turn implement the overall strategy. By basing the Strategy on existing plans, the probability of successfully implementing the Strategy increases. Existing boards and staff will more likely follow the Strategy if they have been involved in its development, directly or indirectly. To clearly display these efforts, we have grouped the component plans into similar subject areas in Figure 2-1. As plans are completed or updated, the Regional Strategy Plan will also be updated. The updates will be sent to those who received copies of this document. 16 The vertical arrows in Figure 2-1 show the relationship of specialized local plans to one of the specialized regional plans. Eventually, all the specialized local plans will become part of the overall local strategy plan. Right now, the local strategy plans primarily include facilities and land use issues, since those are the major concerns of the City and IRA Councils. How- ever, we intend to help other councils, such as the school advisory boards, to consolidate their plans into the local strategy. We are recommending that a local strategy steering committee be formed. It would be made up of members of each of the specialized boards and councils, as well as regional board representatives. The local strategy steering committee could meet on a month- ly or quarterly basis to review and update their progress and share the re- sults of regional board meetings. Process for Developing Plans The local strategy plan and the regional tracking charts shown in this document were prepared using the process shown in Figure 2-2. The process started with (A) survey of communities, (B) meetings with every city and IRA Council on problem issues, needs and land use, and (C) meetings with councils for updates. The information was recombined into regional charts so we could monitor progress. The regional plans were developed on the basis of local strategy plans, existing regional plans, and new work done by the task forces, Eskimo Spirit Program and regional boards. How Plans Can Be Used For Rural Community Development The chart in Figure 2-3 shows how local strategy plans can be used by the community and agencies to gain funding for locally-desired development. The development process can be simplified by basing project selection on the needs expressed in local strategy plans. Local people have thought out exactly what is needed in their community. We have attempted to help the local councils put down on paper, in one place, all the projects going on in the community. We have also included those that are hoped for, so that planners can see how future projects will relate to each other. The community can also see the progress in community development as they check off the projects completed. The local strategy plans include projects which the community councils have been requesting from both the legislative and administrative branches of state government. Some of the projects have already been included in agency priority lists and were funded during preparation of this document. As new priorities arise each year, regional staff will be reminding local staff to add the new priorities to their local strategy plan. Updates will be transferred to the regional tracking charts and then sent to agencies and legislators by local and regional staff. By following such a rational admin- istrative process at the local and regional level, the Governor's Office and administrative agencies have assured us that the plans have a greater chance of being supported during the Governor's budget review. 17 8st Overall Economic Development Plan NANA OEDP Manpower Econ. Training Devel. Plan Plan PBDBDRD DBRDDBDBD Figure 2-1 RELATIONSHIPS BETWEEN LOCAL AND REGIONAL STRATEGY PLANS REGIONAL STRATEGY PLAN Natural Resource Plan Coastal NANA State & Mgmt. Land Federal Plan Plan Mgmt. Plans DBDDBDDD DBDDBDDD Regional Sociocultural Plan Elders’ Council Inupiat Plan Ilitqusiat Tribal School Health District Plan-of- Service DBDDDD DBDBDBD DRPDBBD LOCAL STRATEGY PLANS Municipal Land Use Plans by City & IRA > pPppp Feeds into regional plan Local Local Health Advisory Local Elders Ilitqusiat Plans School Board Plan-of Service Projects Community Development/ Local Strategies {Capital Improvements Plan) Regional Community Transportation Development & Facilities Needs List Priorities DDPRPDRD City & IRA Project Needs & Priorities Los Figure 2-2 STEPS FOR DEVELOPING THE REGIONAL STRATEGY PROCESS 1 : (CX0}0} ——. || | | AMBLER “Ty i\\ STRATEGY Community meetings 2 are held on local Local strategies needs for action for action are formulated by the ee \ Strategies are Capital project compiled ina needs are regionwide displayed package / regionwide i Task forces make recommendations (— Task forces assist in J implementing all plans 19 Figure 2-3 PROCESS FOR USING LOCAL STRATEGY PLANS TO FUND COMMUNITY DEVELOPMENT PROJECTS oz _ All to Legislators Legislature Based on Local Strategy Plans AMBLER | - STRATEGIES Updates Local Strategy Plans ay Bo . es rn Regional Coordination of Plans (Management Tracking System) State and Federal Budgets Local Land Use Maps Public Planning Meetings Recommen- dations to Agencies' Administrative Ri Agency Programming & Task Force Review Head Offices puageting of Projects for Assistance in in Local Strategy Plans Implementing Plans Projects and Grants Implemented in the Community At the same time, our legislators will also be using the plans and tracking charts to monitor progress through the administrative branch. During legislative sessions, our legislators advocate for community and regional projects submitted by the Governor. Our legislators might also add new pri- ority projects and emergency projects that were not submitted in time to be included in the Governor's budget review. Some of the money appropriated by the legislature will go through agencies' grant programs for allocation to communities. Grant agencies should use local strategy plans as part of their criteria for evaluating and ap- proving grant applications. However, it is important that agencies recognize that the needs of communities may change suddenly (faster than local strategy plans can be updated, printed and distributed), so agencies should be flexible and open enough to fund some projects not included in the local strategy plans. Organization Structure The organization chart in Figure 2-4 shows how the agencies and communi- ties have been organized. The agencies have been organized into teams, called task forces, to work together to address the common problems in their issue area. For example, for lands issues, the NANA Land Department staff and the Maniilaq Coastal Management planner meet with the Park Service, Fish and Wildlife, the state Department of Natural Resources, the Bureau of Land Management, the Soils Conservation Service, and interested community repre- sentatives. The membership is open and the group meets on each new issue as needed. The communities are at the top of Figure 2-4 to show that they are the ones we are all supposed to be working for. Their needs are made known through their local strategy plans and their representatives on the regional boards. The Steering Committee is placed just below the communities in Figure 2-4 to show that communities directly influence the Steering Committee. Committee representatives each work for one of the regional boards. Members include the president of NANA Regional Corporation, the president of Maniilaq and the Superintendent of Schools. The region's state legislators are also on the Steering Committee. Their continuing cooperation gives the Regional Strategy additional strength. The Regional Elders' Council of the Inupiat Spirit Program guides the Steering Committee. For more detail, see Chapter V, Sociocultural Strategy. Maniilaq has a central position in Figure 2-4 because Maniilaq staff are responsible for coordinating the overall process. Coordination of the task forces has been by a specialist from each subject area selected from regional organizations. The Lands Task Force The Lands Task Force (Figure 2-4) originally met to exchange information about the planning efforts going on in each of the agencies regarding lands in 21 Goals & Objectives Figure 2-4 2D INTERAGENCY PLANNING IN THE NANA REGION Communities Operations Policy Process Coordination Technica Coordination Land Management Coordinator Lands Task Force Analysis & Technical Assistance 22 Inupiat Spirit Program NANA Legislators Ex Officio Members Steering Committee Regional Staff Health, Education & Community Economic Social Services Development Development Coordinator Coordinator Coordinator HESS Task Force Community Facilities Task Force Economic Development Task Force the NANA Region. They were informed of development proposals which might be made for NANA lands or neighboring lands. Later, the task force met to recom- mend what the region should do toward land planning and research. Most re- cently they met to hear from NANA and its joint-venture partners on the pro- posed Red Dog Mine Feasibility Study in the Brooks Range. The purpose of the Lands Task Force meeting on Red Dog was to discuss permitting timelines and the related coastal management planning efforts going on in the NANA Region and North Slope Borough. Agencies then explained the new projects and planning efforts now occurring in the region and the types of permits that would be required. The Factlittes Task Force The Facilities Task Force (Figure 2-4) first met to review the broad problems involved in designing and managing community facilities under arctic conditions. They identified the bureaucratic problems facing agencies and contractors in building good facilities. Later, they met again to find solu- tions to these problems. The recommendations were written up as a management plan (shown in Chapter VI, Community Development Strategy). The Facilities Task Force Management Plan in Figure 6-5 contains recommendations for acceler- ating the permitting process, seeking funding and improving arctic facility designs. As community plans are completed, the Facilities Task Force will be able to meet with the community. The agencies on the task force can show the com- munity how to rapidly get grants and permits for the projects in their local strategy plan. Where there is not sufficient money for a project, joint agency funding may be possible. It will be much easier to determine the pos- sibilities for joint funding if all agencies are together at one place. The interagency meeting approach worked well in starting a land use and facilities plan for Noatak. In the face of erosion of the townsite, the Facilities Task Force and the Lands Task Force met in Noatak to hear the com- munity's plans for relocation of facilities and construction of a dike. The task forces visited relocation sites to give everyone a sense of the distance involved, see the swampiness of nearby ground and see the size of the erosion problem. Later, it was much easier to get interagency cooperation. When the Department of Transportation and Public Facilities (DOT/PF) staff saw for themselves the extent of swampiness of nearby ground and the size of the erosion problem, they were at one point open to the possibility of relocating the airport to make room for the new housing units on the old airstrip. A block grant from the Department of Housing and Urban Development (HUD) was processed more rapidly and easily because HUD representatives saw the site and heard the other agencies' problems. The logistics (of on-site building relo- cation) and work zone clearance was also made easier. The Health, Education and Social Services Task Force (HESS) The Task Force on Health, Education and Social Services (HESS) (Figure 2-4) met several times. First they defined problems and goals, then identified the gaps in services through a listing of available programs. They 23 developed the set set of projects shown in Chapter V, Sociocultural Strategy. Many of the task force members from within the region also worked with the Spirit Program (Inupiat Ilitqustat). As a result, the Spirit Program and HESS Task Force proposals are fairly well coordinated. Planning Cycles There are four cycles involved in planning: (1) strategic planning, (2) institutional management planning, (3) development planning and (4) pro- gram planning (see Figure 2-5). Strategic planning results in a definition of goals and establishment of policies that may take ten years or more to achieve. Institutional management planning is the design of new organizational arrangements and procedures. It can be used to reduce bureaucratic barriers to achieving goals and objectives. Development planning is more _ physically-oriented (land use = and facilities). But development planning refers to any plan for a two- to five- year period which will improve conditions in the community. (A social service action plan could be a development plan as well.) Program planning refers to an annual budget cycle. It is important that the program planning level be linked to strategic planning goals and policies. Overall Management System Figure 2-6 shows the relationship among inventories, forecasts, plans and models being prepared in the NANA Region. The purpose of the chart is to cre- ate order among all the plans and studies so that a reader unfamiliar with what is going on in the region can see how they all fit together. In a sense, everything in the chart itself is part of our management system. Each chapter of the Regional Strategy consolidates plans and corresponds to a specific layer in the chart. Each chapter and layer in the chart corre- sponds to a task force. Almost all the inventories, forecasts and plans listed in the first three columns have been completed, but work is still needed to finance and set up the monitoring mechanisms shown in the last column. These will be necessary to establish performance targets so that in the future we can evaluate whether or not we are reaching our goals. This will ensure that all this work we are doing will result in solving problems and meeting objectives. 24 | all mS | & Figure 2-5 INTERLOCKING PLANNING CYCLES Each of the above gears represents a planning cycle. The strategic plan is a big, slowmoving gear that is driven by the action of the smaller drive gears. The smallest gear is the annual budget cycle, which spins around many revolutions in the time it takes to turn the strategic planning gear through one cycle (a decade). Intermediate drive gears (development plans and management plans) are used to mesh the rapidly-spinning annual budget cycle gear with the overall strategy. STRATEGIC PLANNING-- Goals and Policies-- May take 10 years to implement. ea PLANS=- On=-the-Ground Layouts or 5-year Action Plans-- 2 to 5 years. MANAGEMENT PLANS--Organizational angements and Procedures-- May take 2 to 5 years. procRaM PLANS-- Annual plans of A action, implemented through the - budget cycle-- Every year. @ Sz Task Force) Community Profiles | 4 - Energy Projects \ Transportation Plans Community Priority Lists Social Service mmp Program Inventory sm, Service Needs Forecasts m School District Plans System (HESS Task Force) Statistical Indicators Overall Management System (Steering Committee) Compilation of =~ Inventories Consolidation of a Forecasts Tribal Health Plan HESS Task Force Plan Inupiat Spirit Program N Figure 2-6 MANAGEMENT SYSTEM INFORMATION FLOW PERFORMANCE TRACKING SYSTEMS INVENTORIES FORECASTS PLANS CHARTS & MODELS Economic Business Survey Economic Model of Overall Econ. Dev. Plan Regional Econ. Model (Macro) System Employment Survey - Job Forecasts NANA Corp. Dev. Plans Family Econ. Model (Micro) (Economic wm Skills Survey wep - Training Targets m= State & Fed. Dev. Plans =p - Cost of Living Index Development - Population Growth Local OEDPs Economic Project Tracking Task, Force) | Charts Natural Resource Supply Resource Demand Coastal Mgmt. Plan Computerized land & water Resources ws_ Maps of => Forecasts ~ w= NANA Land Use Plan = maps, impact analysis and System - Suitable Land Fed. & State Mgmt. Plans permit coordination (Lands Task - Timber & Gravel Overall Regional Land Plans Force) - Wildlife & Fish } Community Land Use Plans Facilities Facility Inventories Needs Assessments for Housing Assistance Plans Computerized Tracking Charts System => Construction Status =p»- Housing & Utilities mp Utility Priority Lists mp on Facility Construction (Facilities Charts - Schools & Roads School District CIP, | =p Community Wellbeing Model Social Program Tracking Charts Consolidation of Plans ==p into the Regional Strategy Plan pul Overall Model for Management =e by Objectives Chapter III Economic Development Strategy Table of Contents Economic Development As A Part of Rural Development Background Human Resource Development Corporate Social Responsibility Benefits to the Corporation The Corporate Role Economic Development Plan Food Production Strategy Agricultural Strategy Mining Strategy Improving Management Capability Economic Information Base (Economic Modeling) Expanded Training Fostering Local Businesses 29 Chapter III Economic Development Strategy Economic Development As A Part of Rural Development The following five factors are essential for economic development: ie Capital 2. Infrastructure facilities 3. Labor 4. Management 5. Motivation (spirit) The NANA Regional Strategy was developed to improve the organization and man- agement of all these factors for more effective rural development. We make a distinction between rural development and economic development. Economic de- velopment raises the standard of living by bringing new jobs into a community and more money into the local economy. Rural development emphasizes the over- all quality of life and includes (in addition to economic development) educa- tion, community health and social services, and the general stability of the community. Economic development will be more successful in regions where attention has been given to all aspects of rural development. Therefore, corporations and agencies planning economic development projects would do well to cooperate with organizations concerned with rural development. Figure 3-1 shows subsistence, which depends on a protected environment, as the basis for pride and family stability. This, in turn, is the basis for effective education and training of the labor force needed in economic devel- opment. Therefore, in order to maintain long-term stability in families, we need to protect subsistence and the environment. It is important that corporations hoping to do work in the NANA Region read this chapter thoroughly in order to understand all the factors affecting successful economic development. Development projects must be designed around the subsistence lifestyle and scheduling needs of the local labor force. Economic development firms are expected to become partners with the NANA Region. Economic development will only be pursued by the NANA Region if we can be sure that local people will be the beneficiaries of the development. Thus, economic development projects must be designed to protect subsistence resources and enhance the quality of life as well as to create jobs. Background Many of the present-day problems in the NANA Region are caused by the clash of two different cultures and economic systems. The history of Alaska since outsiders arrived has been one of natural resource exploitation. Often, local people have been forced to compete with private enterprises for the same 30 Figure 3-1 FOUNDATIONS FOR ACHIEVING GOALS 9 4 a Bl > “ a] £4 ; ; A z| 2a. 4g §, cua o oO y & &| 823 gs : § 8 >| >od Ro oS 3 a| goa g 2 a8 Pr g| bs? : 8 & & a4 al ada 8 3 ed es] pod o 3 4 a8 al OP aw 8 3 S48. S| agud 8s foe a] B&oos @ 2 foe mw pywh 4 S dit LJ a] #ayhey 3° g) fas g a| ¢28%23 asd 8 5a 5, §| £83¢8¢ 4 888 a] aaa o 0 ® 23 u ra] a 3 st &] G&bSEs > 8 3 029 @ u a >6 § au e ~% v5 pun & 8 a ae D> a a 3 Q wotd w]e 3 wo ¢ 38] 28 S| $24 z 5 g“| ¢ a] 38m 3 o 5 9 rt) ot Wh Oo eg 5 | 28 8 ‘ 4 a 3 24 4 78 ee a o aw ce) oo a & 4 SO EE - sg ia S|] a> c= a og 3] a> 0 ES o ey 8) Oo a. o a V8 od on x= 3 6§ woos yw 3] oO wea BD gu al ge 453 5 3 a2. a% a aa ort 9 zZ.2 Gh Exe 6 v oo “ & Ss: =) aa 2so yn of aa e an e°3 al aen £ zoma a ada Ong s| S28 gag al aask ae § 4 aoedd auea ag Boze 31 resources. Superior technology has made outsiders more competitive, more suc- cessful and not dependent on local cooperation or consent. Outsiders often continued their activities despite objections from local people. The Native Claims Settlement Act has changed that situation. Outsiders must now cooper- ate with local people to gain legal access to resources. The oil boom brought on by the discovery of Prudhoe Bay was the lever used by Native groups to bring pressure on Congress for the settlement of Na- tive claims. The Native groups essentially held hostage the oil pipeline project by creating clouded title to lands along the proposed route. The po- tential delays caused the oil companies to pressure Congress for rapid settle- ment. Congress created corporations as the vehicle for transfer of land and for cash management. The corporations were mandated to make a profit and pressure was thereby put on the Natives to develop their land resources. There was little lead time in which to develop the management capability, labor training, basic framework and motivation for jumping from a hunting and gathering society into a complex technological society. Corporations were given a 20-year tax-free period, but half that time is already past. This time has been used by NANA to provide a transition period for people in the region to learn their new responsibilities and develop strategies for coping with this new way of life being thrust upon them. For the past ten years, NANA has tried to invest in development projects outside the region in order to avoid conflicts with subsistence. Meanwhile, economic development in the NANA Region has been carefully considered. It was decided that development would be phased into the region when local residents not only wanted economic development, but had gained the necessary skills to compete effectively for new job opportunities brought on by economic growth. An increasing need for cash income to pay for higher living costs has led community residents to vote for a feasibility study of hardrock mineral ven- tures within the region in the coming decade. Development must be based on terms established by the residents (such as subsistence protection, training, local hire, flexible scheduling, etc.). Local hire is necessary because resi- dents are not yet able to compete effectively in the job market against out- siders with more experience. During the last 90 years, Native children were required to leave their families and communities to attend school in other parts of Alaska or Outside. There they learned new ways, found they had new expectations and gained some new skills, but their skill level was not developed enough to allow them to compete successfully with other workers outside the region. Lack of appropri- ate role models or examples of successful entrepreneurs in the family made them less competitive than immigrants from Europe and Asia. Immigrants at least had an understanding of how the capitalist system worked from growing up in the European or Asian economic system. The youth of the NANA Region are now asking for both technical and management training along with courses in Inupiat culture. These requests have been addressed by the new locally-based school district. Their efforts continue as they expand programs to meet these needs. 32 The lack of many role models who can teach their children how to compete with outside workers for jobs means that special training must be provided by corporations and government. This is necessary to start people on a career ladder and to make sure they are eligible for licensing, certification and union jobs. Special preference may be necessary to provide experience on job sites outside the region or state prior to development of projects inside the region. Higher level training for management positions will also be needed. The people have the potential to be top managers. This is evidenced by the high number of successful statewide leaders who come from the NANA Region. Human Resource Development Human resource development is at the heart of the NANA Regional Strategy. Education programs are being tied to economic development efforts. Management skills and leadership training are being stressed to make sure we have a strong middle and top management pool in addition to a highly skilled labor force. Figure 3-2 shows a three-pronged strategy for achieving this human re- source development. Corporate Social Responsibility Achieving human resource development will require cooperation from schools, government and corporations. NANA Corporation is trying to influence its potential corporate partners to follow NANA's lead in concentrating on hu- man resource development. Examples of corporate involvement are scholarships, special training pro- grams and the phasing-in of projects. Phasing is important to match the growth of the in-region skilled labor pool. Part of the educational strategy is to expand’ the skilled labor pool to meet the corporations' needs on sched- ule. By phasing-in projects we can avoid sudden in-migrations, minimize social conflicts and minimize impacts on culture and lifestyle. Benefits to the Corporation Cotporate front-end costs for human resource development can be easily justified. Financial and technical assistance for training programs will be paid back later through a stable local labor force. Costs from delays and lost productivity will be reduced. Corporate efforts in human resource devel- opment will also improve the corporation's public image. A strong public im- age of a people-oriented corporation will be beneficial in dealings with Third World governments and states in the Lower 48. Several corporations have already seen the benefits of human resource de- velopment and are working with us closely. The mining company joint-venturing with NANA is intensifying local training, designing projects to minimize sub- sistence impacts, and scheduling work patterns to allow for subsistence leave. They have a demonstrated record of success on similar projects in Greenland and the Canadian arctic. Another mining company is joining with NANA in 33 34 Figure 3-2 THREE-PRONGED SOCIOECONOMIC STRATEGY TO PREPARE RESIDENTS FOR FUTURE DEVELOPMENT AND 1991 ECONOMIC DEVELOPMENT TO PROVIDE JOBS WHICH: * Bring in Needed Cash * Increase Self-Esteem Motivate Employees to Improve Skills EDUCATION AND TRAINING * Capture Job Opportunities * Increase Self-Esteem 7 Improve City Administration * Expand Local Participation in Business Sector * License More Native Teachers for Village Schools * Expand Native Management * Expand Local Control DESIGN EDUCATION, TRAINING, JOB PATTERNS & ORGANIZATIONS AROUND CULTURAL VALUES eee eee TO: * Improve Communication Between Villages, Agencies and Corporations * Improve Educational Effectiveness * Make New Management Sensitive to Native Values that Affect Job Performance * Provide Subsistence Leave & Rotational Scheduling to Allow Frequent Return to Village Reduce Frustration in Order to Promote Socioeconomic Stability providing scholarship funds for higher education and is trying to comply with NANA development strategies. Two other companies are working with NANA, Maniilaq and the School District. They are providing training and information management services for arctic agriculture and small business development in the villages. All these corporations are investing time and money into human resource development so that local people can receive the benefits of economic development. Of course, these corporations will also benefit from lower op- erating costs resulting from the development of a stable local labor force. The Corporate Role The objective of having stable communities with a stable and skilled work force can only be realized by meeting the more fundamental needs of the people. Corporations must recognize that industrial development should not be accelerated without concurrently addressing basic needs such as housing, health, education and stable homelife. These factors must be in place, or on an accelerated timetable, so that people benefitting from these new job oppor- tunities will be stable enough to remain in the workforce. In the NANA Region during the past few years, there has been an increas- ing recognition of the role of the extended family in providing mutual support to the nuclear family. The extended family responsibility has even been taken on by a larger entity. Rekindling the responsibility of the extended family has been promoted by the leadership of the NANA Regional Corporation. The Regional Corporation has been charged in the past with obtaining and managing the land resources that form the basis of the culture. Now they are taking on the challenge of stopping the decline of that culture by working on issues be- yond economic development and land management. They are organizing agencies, Elders, families and multinational corporations to work together on all fronts. Examples of contributions by multinational firms are scholarships, training programs and subsistence-based scheduling. Coordinated efforts by local, regional, state and federal governments and outstde corporations are very important in making sure that development pro- grams are properly funded, staffed and phased so that the rural development process is effective. That is one of the main functions of the NANA Regional Strategy. Prior to this project, there was very limited interagency coordina- tion and little public/private coordination. The increased involvement of the private sector in the implementation of plans is a significant outcome of the Strategy. Private sector firms will have an expanding role in carrying out the implementation of social programs, job placements and promotions within the corporations. The role of the large corporations that employ many people will expand. Their programs will be important contributions to the rural develop- ment process. It will be their responsibility to ensure job satisfaction and job stability over the long term by offering advancement opportunities once entry level jobs are mastered. Otherwise, workers may become frustrated and leave the workforce. For people not interested in industrial employment, we are also creating village-based jobs that require subsistence-related skills. 37 Economic Development Plan Figure 3-3 shows our overall economic development strategy and related projects. Economic development is being carried out on two fronts: (1) NANA's mining strategy found later in this chapter (Figure 3-4 shows how mining would create both direct and indirect jobs); and (2) "alternative" economic development, which would create jobs in the villages that use sub- sistence-related skills. (See "Food Production Strategy" and "Agricultural Strategy" later in this chapter.) These would provide nonindustrial alterna- tives so that people could still be independent, work in the village or start businesses. Figure 3-5 shows how these alternative economic development proj- ects fit together. The theme of our alternative economic development strategy is to emphasize local jobs in local production and local processing. Our objective is to create more local employment by providing products locally. Related ob- jectives are to increase employment in the off seasons and to reduce alcoholism. The economic theory behind local production for local consumption is called “import substitution." The cost of living is reduced by substituting low-cost local goods for high-cost imported goods. Locally produced goods cost less because there are no high transportation costs. Cash drains from the local economy are plugged and dollars circulate longer in the local econ- omy. As dollars are exchanged longer in the local economy, more people re- ceive the dollars as income. If the cash drains are not plugged, money imme- diately goes outside the region. The higher costs of living in arctic Alaska essentially makes residents poorer than people with the same income in the Lower 48. Where employment and wages are so low in relative terms, the marginal value of cash is higher. Accordingly, local production saves cash for the essential goods that cannot be produced locally. Local production also creates jobs. Subsistence is important economically because subsistence is local production for local consumption. Subsistence products actually rise in value as the cost of living increases. This happens because inflation raises the replacement cost. As the cost for purchasing those goods from outside the region rises, the value of the subsistence product rises. Subsistence can be viewed as more valuable than cash. Since cash has declining value in times of inflation, the actual subsistence product has in- creasing value in terms of replacement cost. Subsistence is, therefore, an important element of the economy in this region. Its importance will become even more critical as inflation rises. It would be critical in times of re- cession or depression. This is one of the few places in the country where people could return to providing for themselves directly from the land. It is important to treat subsistence as an economic reserve and not threaten it with impacts from economic development projects. That is why it is so essential to design projects to minimize impacts on caribou, fish, whales and their food sources. As the cost of energy increases, the. costs for fuel for boats and snow- machines increases. Thus, the cost of subsistence activities increases, 38 ee] Figure 3-3 ECONOMIC DEVELOPMENT STRATEGY LON T GOALS | RENEWABLE RESOURCES CONSTRUCTION Expand the number of jobs available Reduce seasonality of employment Minimize impacts on subsistence resources Expand NANA Fish Plant to 75 jobs in 1982 Install a fish hatchery in 1982 to increase com- mercial fishing returns Develop local businesses in woodcutting, fur farming, fisheries, agriculture, reindeer herding, and Native arts and crafts Use NANA Fish Plant to process reindeer in winter; expand herd to provide more jobs Expand local processing capability to create more of a "multiplier effect. More jobs would be created than just those for harvesting and exporting raw materials (e.g. brine and box salmon roe) Reduce costs for local agriculture by using outputs from*one as inputs for others (e.g. use reindeer and fish waste for feed at fur- farms Match harvest to the regrowth rate (sustained (yield) Encourage continued state capital projects for village construction to provide village jobs Encourage state and contractors to build in winter (inside) Install sawmills in every village to provide lumber at a cheap price Hire locally Train locals to be contractors who can bid on local projects Site and time projects to avoid disturbing wildlife migrations MINING Create 400 jobs at Red Dog Mine and phase mine's production over 50-100 years Run Red Dog Mine year- round Crush and concentrate mined ore to create more jobs in processing Examine feasibility of satellite industries that could use products from mine (e.g., barite) Close roads and ship- ping during migrations LOCAL GOVERNMENT +— Accelerate training of Native teachers and administrators so local people can fill village jobs instead of importing outside professionals Pass local ordinances requiring contractors to hire local talent Have city & IRA manage projects Create community employment projects for winter months Use locally-sawn lum- ber for projects Allow subsistence leave for employees RETAIL Foster more local entrepreneurs: -Technical assist- ance programs -Loan programs -Training programs at Tech Center -Highlight role models in local media -Create economic opportunities that can benefit small small business Create businesses which can sell local products within re- gion (e.g. sell vege~ tables and reindeer at local stores, sell local fuel wood and lumber sawn in local mills Distribute foods and products of subsist- ence. ov TYPE OF I. DEVELOPMENT Mining Other Developments in the Future II. Figure 3-4 STRATEGY TO PROVIDE JOBS BENEFITS IIl. PREPARATORY TASKS A. Direct jobs (mining & plant management) Indirect jobs in the region B. 1. Contracts to NANA subsidiaries 2. Contracts to KIC subsidiaries 3. Contracts to in-region firms 4. Contracts to new firms in-region New Service Businesses in Villages Cc. 1. Capture dollar flow into villages 2. Plug outflows of dollars to Seattle by providing services locally 3. Create profit incentive to local entrepreneurship 4. Salaries to new employees in locally owned businesses 5. Spinoff income to other local businesses 6. Reduced costs in village by eliminating transportation costs from outside the region (import substitution) Dividends to NANA and KIC shareholders from profitable investments and contracts Qe Environmental studies (mining firms & agencies) Feasibility Studies Plans for land use, transportation and coastal management Plans for local training Plans and contract stipulations for local hire Contract stipulations in subcontract awards Feasibility analyses for riew business investments Financing and expansion plans Provide technical assistance for new firms Studies of local resource potentials Study of obstacles to local business development Develop extension network to assist new businessmen Develop information base on costs and sources of help Training in entrepreneurship and accounting Photo 4. The NANA Region’s economic strategy is to create a blend of jobs, both high-paying industrial jobs in construction & mining, and outdoor jobs using subsistence skills near the villages. Maximum local hire and local management have been demonstrated in NANA Corporation’s fish and reindeer processing plant. The plant employs up to 60 local people at a time. In one season, reindeer processing accounted for $60,000 in wage payments. Reindeer meat distributed in local stores saved consumers more more than $20,000 over imported beef.. 40A Matt Conover > WY 7) Figure 3-5 STRATEGY TO DIVERSIFY THE ECONOMY IV, USING OUTPUTS 1, PRODUCTION tt. HARVEST 111, PROCESSING AS INPUTS ELSEWHERE V. END RESULTS 1, Natural————> Subsistence harvest ——————___—_> Drying & freezing Direct consumption fishery fish & meat (cash savings) production Boat dock, cooking Improved efficiencies pots, drying racks, of harvest for family use prep. tables, freezer Corporate income from fish Corporate income from roe 2. New salmon Commercial fishing Legislative grant Fish processing hatchery ———> employment —————> for fish plant — > employment (legislative (recurring) expansion (done) (recurring) grant to Fish & Game) (done) Guts & heads Selawik fur farm —> Village jobs & businesses ‘aps —r Reindeer scr. & stock (future) N a i 3 & iH s % A : a Surplus reindeer Village reind Herding jobs, Local leer herd (future) > training ground —> eat cultural ties 3. Reindeer, > Reindeer herding > Small grant for > Winter reindeer Family grazing jobs (recurring) converstion of processing jobs use fish plant (done) (recurring) Cold-resistant. > Ag jobs, training vegetable crops ground, occupational}y, Market (in progress) therapy stores Market schools mines Legs & skins Mukluk & parka Individual sewing (in progress) income sources Corporate income from antlers 4, Natural Family harvest for timber firewood & houselogs Savings on fuel costs growth (recurring) Small businesses in firewood delivery Individual piece work (legislative grants) (future) and Community harvesting ——$ > Community sawmill Housing & weatheri zation nu Small businesses Furniture construction (future) Family cost savings Tv making efficient harvesting of resources more important. Through such proj- ects as community freezers, fish plants and local snowmachine repair shops, our capital improvement strategy has concentrated on minimizing cost increases for local food production. Reducing energy costs is being achieved by starting firewood and coal delivery projects and providing multifuel boilers and wood stoves. Sawmills have been installed to allow people to substitute local lumber for wood imported from Outside. Agriculture has been successful on a family scale since it is close to subsistence and serves as a buffer against rising food costs. Community freezers and refrigerators have helped in preserving agricultural products. Arctic agriculture is not yet successful because of competition with the sub- sistence fishing season, a cold climate, high capital and operating costs, limited transportation systems and a lack of trained manpower. However, NANA and the City of Selawik are trying to address all these factors at the same time in a demonstration project. A private development firm has contracted with the City of Selawik under a legislative grant to set up a demonstration farm tied into a wood harvesting project. Maniilaq helped in the original design of the project through funding and writing the overall long-range proposal. Local management talent from NANA was hired by the development firm to manage the project and to serve as community liaison. The project is now getting an airstrip and may later get an access road. A head- quarters cabin has been built and a few hundred acres will be planted for demonstration. Agricultural products will be sold to mining companies, the school district and local markets. A training school is planned in coopera- tion with the Kotzebue Technical Center. The program may be extended to the Kobuk River Valley. Social benefits such as employment and skills development are presently the main objectives. There are still questions about the profitability of arctic agriculture as a private business. We will be researching costs and feasibility in future years. Food Production Strategy GOALS Maintain supplemental food sources to offset rising cost of store-bought food. Maintain cultural traditions of harvesting foods from the land and sea. Encourage the maintenance of kinship and trading systems through the continued exchange of subsistence harvested foods. Encourage occupational and lifestyle options based on direct food production so that subsistence-based skills can be carried on in future generations. Market commercially harvested food species locally. Reduce dependence on welfare and foster family independence. 42 TASKS Set up a distribution system for wild foods harvested in the region through village stores. (Greenland has open-air markets for seal meat, fish, whale and other species.) Distribute reindeer meat through local stores to provide a red meat alternative to expensive imported beef. Target for reindeer har- vests is a 100 percent increase by 1985. (NANA) Encourage participation in sheefish fishery and continue marketing efforts in local stores. (NANA) Test the feasibility of changing certain regulations governing the distribution of wild foods like seal oil in commercial establish- ments. Encourage the development of small subsistence farms on the house- hold and extended family scale. a. Set up an agricultural extension service through Maniilaq and the university. (See Agricultural Strategy) b. Set up demonstration farm at Selawik. When herd size increases to acceptable levels, ask NANA to donate or sell reindeer to individuals or village organizations to start small herds. Develop local fish processing and canning plants. for local sub- sistence. Conduct feasibility analyses for commercial ventures. Make subsistence harvests more efficient by using community freezers such as those in Ambler and Selawik for storing subsistence and agricultural products. (Maniilag, IRAs and City Councils) Agriculture Strategy GOALS Develop a supplemental food source for the region's residents. Reduce the cost of food for the region's residents by substituting locally-grown produce and meat for costly imported food. Improve nutrition. Buffer against future increases in food and transportation costs and cuts in food subsidy programs. Create employment and training opportunities. 43 TASKS 44 Establish a set of demonstration projects which can be used to identify the benefits and drawbacks of arctic agriculture and intro- duce the residents to the possibilities of agriculture. (Selawik and Ambler demonstration farms, Ambler gardening) Develop a set of resource inventories to determine agricultural land use in the region and identify potential pitfalls beforehand. (Maniilaq and agencies) a. Soils inventories (productivity, drainage, erosion, durability) b. Timber inventories (size, allowable cut, regrowth potential, usability) Cc. Topography and drainage d. Climate profiles (temperature, growing seasons, winds, best sites) Conduct a feasibility analysis to compare costs and returns under various conditions. a. Economic Analysis -- careful market studies, cost analysis for labor, transportation, equipment and facilities, and price testing (Maniilaq and university) b. Cash Flow Analysis -- identification of capital and operating costs for various development plans and an identification of the potential sources of revenue for maintaining those levels of expenditure. Should include an assessment of the reliabili- ty of those financing sources maintained at the needed levels. It should also include a sensitivity analysis of the cost structure to changes in the price of fuel, price of money (in- terest rates) and the effects of these factors on transporta- tion costs. Most importantly, make sure that the revenue sources and amounts are portrayed in relation to the expected schedule of costs to determine if the money will be there when the costs are incurred. Develop public participation at both the village and regional levels to make sure that planning does not take place without supervision by the region's residents. (Maniilaq) Establish an elected board (or assign review responsibilities to an existing board) to assure accountability to the public. (Maniilaq) Develop a regional agricultural plan based on the above analyses and the initial results of the demonstration projects and inventories. (Maniilaq and NANA) Once an overall regional agricultural plan is prepared, submit it to the local community, IRA Councils, the regional boards and the Regional Strategy Steering Committee to ensure support for educa- tion, training, land conveyances and related services. 8. Prepare a capital improvements plan as part of the overall plan so that residents and funding agencies can review the related develop- ment proposals (e.g. roads, acreage committed to altered land use, new facilities, new townsites, etc.). 9. Prepare a development schedule as part of the overall plan to demonstrate intended phasing of the major stages. Make sure that phasing is at a pace that allows local people to develop the neces- sary skills in agriculture and business prior to approving projects and commercial ventures which the community could be liable for (repaying loans or fulfilling production contracts). 10. Establish realistic performance objectives as part of the plan. 11. Conduct an impact analysis and use it to scale projects for minimum impacts. NOTE: The responsibility for these projects has not yet been agreed upon. 9 Mining Strategy GOALS Create 300 positions. With two shifts per day, 600 jobs would be provided. At 50-85 percent local hire, we could provide 300-510 local jobs or an average of 400 local jobs. Provide a source of steady employment and technical training in skills that will be useful in developing other economic sectors. Create a source of employment within the NANA Region close to villages so that family members do not have to be gone for long periods. Maintain local control over development through community input. Establish a source of employment that will provide a range of occupa- tional opportunities in the region. Provide a significant stable source ‘of employment over a long period of time (50 to 100 years or more). Long term goal is 100 percent local hire. Establish a foundation industry around which additional support services and businesses can be built. Cr Establish a demonstration project which will be a model for future development in the region. The project will illustrate how the develop- ment guidelines and controls designed into the project from local input 45 will protect subsistence and other natural resources and help achieve overall regional goals. TASKS 10. Coordinate baseline research on environmental and _ subsistence resources. (consultant to mining company, Coastal Board staff, Land Task Force, Elders) Further drilling of ore body to determine size of deposit. (mining company ) Establish organizational arrangements and management procedures between NANA and mining company for agreement on terms and management controls. Conduct studies of different development possibilities such as plant size, transportation routes and types of transportation and labor force needs. (mining company) Compare market price with development costs to determine feasibility. (mining company) Set up organizational relationships with government agencies and corporate entities for efficient permitting. (Maniilaq and NANA) Develop an educational program with School District, Technical Center and universities for long-term manpower development. (mining company, NANA, Maniilaq) Establish a placement system for technical field training and local hire on a long-term basis. (mining company, NANA, Manpower, School District, private industry companies) Obtain land permits and rights-of-way for transportation and other facilities. (NANA and agencies) Publish organizational arrangements and processes for use on further projects. (NANA and Maniilaq) Improving Management Capability Management capability is being improved through (1) establishment of a management information system and (2) expanded training. We intend to track the indicators of regional economic, physical and social conditions. We are doing this to make sure that all the various governmental and private efforts are actually creating some socioeconomic change for the people of the region. (See Chapter VIII, Tracking System.) 46 Economie Information Base (Economie Modeling) As a first step in our management information system, we have an economic model which can produce forecasts and test the effectiveness of alternative strategies. Later, the economic model will be used along with a model of com- munity social impacts. See Figure 3-6 for the relationships among economic surveys, forecasts and models. The NANA Region economic model is based on original data collected from a survey of all businesses in the NANA Region. The consultants (Darbyshire and Associates) say that it is accurate to claim that the survey captures 100 per- cent of the 1980 employment in the region. Forecasts have been made out to 1990. (See Figure 3-7.) The baseline economic forecasts show a steady increase in population while employment is projected to stay the same as 1980. One of the purposes of the economic development strategy in this chapter is to create jobs to raise the employment trendline. A related set of calculations within the model forecasts population growth. Forecasts of population growth can be used to forecast the physical impacts on the community, such as demand for land space, housing and various utilities such as electricity and water. Utility planners can compare future demand with their own utility capacities. They can then make appropriate capital improvement plans. (See Figure 3-8.) In Phase II of the economic modeling we are comparing our forecasts of job skill demand in each sector with the training targets of the Technical Center and other educational programs. This will allow us to determine if the local labor pool will be able to meet the demands of industry in time. If they cannot, then industry may have to import labor after all and in-migration will occur. (This new population growth would be added to the population model and we would be able to forecast the new demand on land space, housing and utilities.) However, our strategy is to provide maximum training to local people so that labor does not need to be imported. Expanded Training Figure 3-9 shows the schedule and mix of skills training being provided at the Kotzebue Technical Center. The course selection was designed to match skills required by future developments in the region. This was done to make sure that we have the number of trained people needed when development proj- ects come on-line. Figure 3-10 shows the number of employees that business, government and industry will have positions for. These are called occupa- tional demand forecasts in the economic model. The economic model is being used along with NANA's computerized skills bank to continually monitor the forecasted surplus or shortfalls in skills mix so that the educational insti- tutions can accelerate or cut back in particular courses in response to needs. We do not want to over train in particular skill areas and create a surplus. This dynamic balancing of skill supply and demand will require a quarterly or annual update of forecasts. If funded, updates would be distributed to all 47 affected organizations. Economic development corporations have already con- tributed substantially to Phase II forecasts to improve local hire and training. Fostering Local Businesses In order to foster more local businesses, we need an extension training program and support network. Figure 3-11 shows the proposed roles for public and private sectors in this support network. It clarifies the responsibili- ties of the individual proprietor. Maniilaq will be coordinating the outreach effort. Teams of specialists will travel together to the communities and return to the communities on a regular basis. They will work with both the community councils and individual businesses. They will help arrange intensive training courses and help the individual proprietor deal with the maze of government permits and financing. They will also try to establish contact among successful local businesses so they can help one another. If this support network is successful, it will receive continued funding and staff commitment from various agencies. 48 \ WY er) Figure 3-6 ECONOMIC SYSTEM INFORMATION FLOW PERFORMANCE TRACKING SYSTEMS INVENTORIES FORECASTS PLANS CHARTS & MODELS Economic Business Survey Economic Model of Overall Econ. Dev. Plan Regional Econ. Model (Macro) System Employment Survey - Job Forecasts NANA Corp. Dev. Plans Family Econ. Model (Micro) (Economic Skills Survey wap - Training Targets mmp State & Fed. Dev. Plans mm - Cost of Living Index Development - Population Growth Local OEDPs Economic Project Tracking Task Force) } 4 Charts Natural Resource Supply Resource Demand Coastal Mgmt. Plan Computerized land & water Resources Maps of Forecasts NANA Land Use Plan maps, impact analysis and System - Suitable Land Fed. & State Mgmt. Plans permit coordination (Lands Task - Timber & Gravel Overall Regional Land Plans Force) - Wildlife & Fish Community Land Use Plans Facilities Facility Inventories Needs Assessments for Housing Assistance Plans Computerized Tracking Charts System Construction Status - Housing & Utilities Utility Priority Lists on Facility Construction (Facilities Charts - Schools & Roads School District CIP Task Force) Social Service System (HESS Task Force) Overall Management System (Steering Committee) rs o Community Profiles Program Inventory Statistical Indicators Compilation of Inventories - Energy Projects Service Needs Forecasts Consolidation of Forecasts Transportation Plans Community Priority Lists School District Plans Tribal Health Plan HESS Task Force Plan Inupiat Spirit Program Consolidation of Plans into the Regional Strategy Plan Community Wellbeing Model Social Program Tracking Chart Overall Model for Management by Objectives Figure 3-7 os EMPLOYMENT AND POPULATION FORECASTS FORECASTS OF EMPLOYMENT AND POPULATION Total Annual. Income $63,331,451 2400 2300 2200 2100 2000 1900 1800 1700 1600 1500 1400 1300 1200 1100 1000 RENEWABLE RESOURCE HARVESTING 8228 3 500 400 300 200 100 a ema UFACTURING Note: It should be noted on the accompanying graphs that whereas the population is expecting to & EXPLORATION ~ CE & REAL ESTA grow over the next 10 years by 34%, the regional economy will have a net expansion of only 6% COMMUNICATIONS & PRIVATE UTIL -—t- STATE eaeecerer i during this same period. If continued, these diverging rates will result ina drastic lowering of current per capita levels of income. = = | | = | | = | | Ld me reat aad = 1 ] )FMAM J 4A S ON D C) ed o~ Yo C Ww Ww td Figure 3-8 1990 FORECASTS, TOTAL NANA REGION Reg. Income Employees’ Sales Tax Fuel Oil Electricity Land Use Water Consump. INDUSTRY A(KS/Yr) (No.) ($/Yr) (K Gal/Yr) (MwH Demand) (Acres) (K Gal/Yr) (1) Natural Resource Production 2446 163 548 -0- 578 -0- -0- (2) Mining and Exploration 1458 43 2131 -0- -0- 3 -0- (3) Construction 9817 146 29449 4 190 12 16 (4) Household Manufacturing 591 26 -0- -0- -0- -0- -0- (5) Transportation 2676 90 43760 25 660 20 450 (6) Warehousing and Distribution 1217 22 15850 29 39 15 53 (7) Communications & Pvt. Utilities 945 36 45099 995 540 4 59 (8) Trade and Pvt. Services 5293 266 341617 210 1712 46 4807 (9) Finance and Real Estate 1605 40 10759 16 326 5 2229 (10) Quasi-Public and Nonprofit 3420 157 5514 45 356 1 3251 (11) Local and Reg. Government 18135 682 573 1176 4501 96 24580 (12) State Agencies and Services 2120 86 -0- 58 110 4 51 (13) Federal Agencies and Services 2590 124 -0- 171 1117 10 2201 Intra-Reg. Migration 4892 188 Transfer Payments/ Households 8191 1264 3811 413 45505 FACTOR TOTAL 65396 2069 495300 3993 13940 629 83202 wn for: Maniilaq Association by: Darbyshire & Associates NANA REGION FORECAST BASE Projection 2/5/82 w Figure 3-9 N IMPLEMENTATION SCHEDULE OF KOTZEBUE TECHNICAL CENTER Department FY'82 FY'83 FY' 84 FY'85 FY'86 BASIC SKILLS Applied Math -- = -- -- Oral/Written Communication Employability BUSINESS OCCUPATIONS Clerical Accnt. Merchandiser Entrepreneur skills Program Manager -- Bookkeeper Data Processing Clerk-typist Technician Secretary CLOTHING/TEXTILES — -- -- Tailor =e CONSTRUCTION TRADES Carpenter Heavy Equipment Drafting Village Systems Electrician Operator Technician Technician Truck Driver (with Mechanics Wind Power and Maintenance) Technician ELECTRONICS Electronics Communi cations Instrumentation Computer Repair Office Machines Technician Technician Technician Technician Technician Radio/TV (with Mechanics) Technician FOODS SERVICES -- Commercial a iad == Baker Food Processing Technician HUMAN SERVICES Counseling Health Care Recreation Tourism and Medical Assistant Technician |, II Worker Specialist Travel Specialist (with Business) EMT (with Natural Medical Laboratory Child Care Resources) Technician Technician MAINTENANCE/CUSTOD|I AL MECHANICS/AV1ATION MEDIA RESOURCES NATURAL RESOURCES Marine and Power Equipment Tech. Maintenance Welder Ground School Training Natural Resources Technician I, II Surveying Tech. |, I1 Laboratory Tech. \ Building Maintenance Technician Custodian Heavy Equipment, Diesel Tech. Industrial Mechanics Flight Training Fisheries Tech. | Forestry-Wildlife Technician = Airframe and Powerplant Mechanic Library Assistant Geology Tech. | Agriculture Tech. | Range Mgmt. Tech. Mining Tech. I1 Horticulture Tech. Graphics Technician Commercial Artist Animal Control Tech. Pest Control Tech. es Figure 3-10 OCCUPATIONAL DEMAND, TOTAL NANA REGION OCCUPATION 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 Proprietors 122 153 163 159 148 125 125 124 125 +14 125 Admin., Mgrs. & Officers 217 270 265 273 267 239 233 230 233 235 236 Professional & Technical 470 519 513 509 511 489 495 488 492 496 498 Clerical & Sales 264 317 327 322 313 277 279 275 278 280 281 _ Skilled Crafts & Operators 253 360 404 382 342 260 261 260 261 263 263 Service 178 210 216 213 208 193 194 192 193 194 194 General Labor 262 395 454 463 436 288 276 276 278 280 282 EMPLOYMENT TOTAL 1766 2224 2342 2321 2225 1871 1863 1845 1860 1873 1879 for: Maniilaq Association NANA REGION FORECAST by: Darbyshire & Associates BASE Projection 2/5/82 vS PROPOSED ROLES FOR PUBLIC AND PRIVATE SECTORS IN VILLAGE ECONOMIC DEVELOPMENT REGION, STATE, FEDERAL REPRESENTATIVES Assist businesses in projecting costs, setting up financing, setting up books and getting permits Assist in marketing Develop information base on: - Costs - Resource potential - Market potential - Transportation systems Arrange cooperatives for sharing capital equipment among businesses (e.g., tractors, sawmills, barges, etc.) Arrange training programs Community plans (OEDP) COMMUNITY Prepare overall economic development plan including: - A list of projects that the community supports - Financing from government sources for projects that create jobs, especially long-term Figure 3-11 DEVELOPMENT MANAGEMENT FIRMS Contract consulting services for community , region or individuals as needed INDIVIDUAL BUSINESS Provides: - Labor - Management - Production - Marketing of own products or services - Maintains own records And is: - Responsible for getting financing and taking risk - Responsible for paying bank loans and making profit to support self Chapter IV Land Resources Strategy Table of Contents Summary Regionwide Land Use Plan Needed Coordination of Boards and Plans Environment and Subsistence Habitat Preservation Guiding Location, Type and Size of Development Lands Task Force Recommendations Appendix Summary of Coastal Management Plan 57 Chapter IV LAND RESOURCES STRATEGY Summary A regional land use plan is needed to manage the lands, waters and resources of the NANA Region. The people in the region want jobs and, at the same time, want protection of lands and waters. Wildlife habitats and popula- tions of subsistence species need to be protected as much as possible for both cultural and economic purposes. Local residents still depend on wildlife for subsistence as a cash supplement. Mineral development may take place in the coming decade. Local people can plan to take advantage of this employment opportunity to improve their standard of living. For those who do not choose to become more involved in the cash economy and prefer to retain their existing lifestyle, subsistence opportunities and small-scale village projects will provide local income and employment. Regionwide Land Use Plan Needed The western arctic caribou herd is a regional resource, needing region- wide management. The caribou winter in the southern part of the NANA Region, in the Selawik hills, and migrate through the region twice a year on their way to and from the calving grounds on the Utukok River on the North Slope. Sig- nificant impacts may soon be created unless there is more intensive management of the lands and related activities. Development may occur in the next ten years on the calving grounds in the National Petroleum Reserve Alaska (NPR-A). Coal may be developed near Cape Lisburne, and mining in the summering grounds of the DeLong Mountains and Ambler/Shungnak Mining District. In addition to maintaining subsistence for local cultural and economic purposes, the lands and waters should be protected because of their interregional and interna- tional importance. The NANA Region is internationally significant in terms of waterfowl and waterfowl habitat. The region supports the second highest waterfowl density in Alaska. Birds born in the region migrate through all four flyways of North America, as well as Asia, Mexico and South America. For all these reasons, and for those which concern the state and federal agencies, a land use plan needs to be developed to balance the uses of the land and water in the region. No single plan is currently "in place" to deal with the region as a whole. The NANA Coastal Zone Management Plan was former- ly expected to play this role, but coastal management planning units will be fragmented because of management jurisdictions. The interconnectedness of ad- jacent areas dictate that there be cooperative management. Streamflows which drain all the land, and tidal currents that distribute materials between regions, are natural processes that do not recognize political or management boundaries. For instance, development in the Norton Sound region may well affect our region. The currents flowing north through the Bering Straits deposit sediment on both the outer coast and inner shores of Kotzebue Sound. The great watershed of the Noatak River, much of which is in the North Slope 58 = m=, Borough, drains the western Brooks Range sediments right onto and along the shores of the city of Kotzebue, as well as past the community of Noatak. Likewise, mining in the upper Kobuk could affect the water quality of streams flowing through communities and out to the coast. While Coastal Management is dealing with some of these issues where they occur on state and private lands (and on federal lands where the activity af- fects land and water resources), agreements must be made with neighboring landowners. Both federal and state resource agencies need to start now to coordinate planning cycles and develop a workplan which can be used to initi- ate budget requests. Coordination of Boards and Plans Every parcel of government land has a different advisory board. There are related fish and game boards for every village and a regional advisory fish and game committee. The federal land management agencies are preparing individual land use plans. In some instances, they are developing special plans, such as fire management, habitat planning or fishery development. The state and federal resource management agencies are preparing oil and gas leasing plans, and NANA Corporation is developing its own set of development plans and land use policies. Figure 4-1 shows the present schedule of plans. Action should be taken by a land use coordinating body (e.g. Alaska Land Use Council) to reschedule plans so they are all done at once. Maniilaq and NANA offer coordination services. The state lands, especially, are prone to policy judgments from Juneau, Anchorage and Fairbanks. State land disposals and mineral development pro- grams so far have not included much public information, public involvement nor many targeted requests for policy input from the region. If the state is not going to conduct any formal planning efforts, they at least need to be involved in the related planning going on with federal and regional organizations. The NANA Coastal Management Plan will help to put a process in place. But public hearings and information programs by the state Department of Natural Resources need to be held in Kotzebue and villages near the proposed disposals before any decisions are made. Any costs that this will entail should be budgeted for now, so that there will not be budgetary constraints later. Local people do not want agencies making all the decisions about lands that local people have always used. Therefore, the Lands Task Force needs to make every effort to work with the villages and region to identify the stated needs of the residents. Environment and Subsistence Environmental protection is a key to protection of subsistence. Pro- tection of subsistence is important for maintaining cultural values, providing opportunities for spiritual relaxation and rejuvenation, and as a means for surviving economic slumps. Environmental protection is necessary for main- taining long-term lifestyle choices. In periods of economic growth, subsis- 59 09 Figure 4-1 SCHEDULE FOR AGENCY LAND USE PLANS IN THE NANA REGION 1982 1983 1984 1985 1986 Dec. June June June June NANA Coastal Resource Service Area Coastal Zone Management Plan U.S. Fish and Wildlife Comprehensive Conservation Plan* National Park Service Resource Management Plan & General Management Plan** Bureau of Land Management Northwest Land Use Plan*** State Lands NANA Corporation Land Use Policies * This plan is for Selawik ** These plans are for Cape National Park Field work/First draft /Final Draft Field work Preliminary draft/ Final Draft Resource Management Plan General Management Plan Final First Draft and Final Field Work, First Draft Preliminary / Final State Land Disposal Plans / NANA Land Policies /——/ Village Meeting to tie NANA Land Y fre oaecere ees as ony A Into Coastal Management Plan National Wildlife Refuge Krusenstern National Monument, Noatak National Preserve and Kobuk Valley *** This plan is for the "D-1" land in the region that is managed by the BLM ww a € tence supplements the cash income by reducing the amount of cash spent on food. Cash savings from subsistence releases funds for meeting other basic needs or adds to savings for other purchases. Subsistence contributes to the goal of raising the standard of living and must be protected for economic reasons. Therefore, environmental protection is ultimately an economic goal. By guiding the location, type and size of development, and by using subsis- tence harvest regulations, we can assure environmental and _ subsistence protection. Habitat Preservation The regional strategy for wildlife habitat protection through legislative means is already largely implemented. Preservation of key habitat for sub- sistence resources in the NANA Region was achieved over a ten-year period through lobbying and during the d-2 settlement. Staff from the NANA Regional Corporation worked in Washington with members of Congress to create the land use pattern which would protect a maximum amount of range for the western arctic caribou herd and migratory waterfowl. Original village corporation selections were based on the recommendations of the village Elders, who wanted to protect habitats next to the villages. Old prophesies by the prophet Maniilaq foretold of hard times in which starva- tion will occur again. This might occur through alteration of the migration routes of the caribou away from the NANA Region, or through massive die-offs, or through habitat destruction. Land selections by the villages were mostly near the villages and in some cases touch regional selections. Major mineral resource development must be seen as a source of revenue for the Regional Corporation's continued functioning and as such must be given a top priority. When resource development conflicts with other land uses, the Corporation will work with state and federal agencies, city and IRA Councils and advisory boards to resolve these conflicts. Guiding Location, Type and Size of Development Development will be guided by a set of land use and development plans prepared through corporate and governmental processes. These plans are being designed to fit together into a unified package. (See Figure 4-2.) This package will be prepared over the course of several years as the demands for the land become more clear and the powers available to agencies and corpora- tions become better defined. Land conveyance from the federal government to NANA has still not taken place and, until this last year, the Native allotment ‘status was still unclear. The d-2 issue has been settled through the Alaska National Interest Lands Conservation Act (ANILCA), but agencies have yet to be funded adequately for preparing the management plans required by law. Agen- cies are projecting as much as five years until the management plans for gov- ernment lands are complete. Since congressional intent in ANILCA is natural resource preservation in the six new federal reserves, 60 percent of the NANA Region is thereby protected. Development is restricted to those lands in the region which are private, namely private Native allotments and Native corporation lands and homestead sites. With the combination of a Coastal Management Plan, a NANA land use 61 Figure 4-2 oO Ny NATURAL RESOURCE SYSTEM INFORMATION FLOW PERFORMANCE TRACKING SYSTEMS INVENTORIES FORECASTS PLANS CHARTS & MODELS Economic Business Survey Economic Model of Overall Econ. Dev. Plan Regional Econ. Model (Macro) System Employment Survey - Job Forecasts NANA Corp. Dev. Plans Family Econ. Model (Micro) (Economic Skills Survey - Training Targets State & Fed. Dev. Plans - Cost of Living Index Development - Population Growth Local OEDPs Economic Project Tracking Task Force) Charts | Natural Resource Supply Resource "Demand Coastal Mgmt. Plan Computerized land & water Resources Maps of Forecasts NANA Land Use Plan maps, impact analysis and System - Suitable Land =— ==> Fed. & State Mgmt. Plans = permit coordination (Lands Task - Timber & Gravel Overall Regional Land Plans Force) - Wildlife & Fish Community Land Use Plans Facilities Facility Inventories Needs Assessments for Housing Assistance Plans Computerized Tracking Charts System Construction Status - Housing & Utilities Utility Priority Lists on Facility Construction (Facilities Charts - Schools & Roads School District CIP - Energy Projects Transportation Plans Community Priority Lists Task Force) Community Profiles Service Needs Forecasts School District Plans Community Wellbeing Model Social Service Program Inventory System Statistical Indicators Tribal Health Plan Social Program Tracking Charts (HESS Task HESS Task Force Plan Force) Inupiat Spirit Program Overall Compilation of Consolidation of Consolidation of Plans Overall Model for Management Management Inventories Forecasts into the Regional by Objectives System Strategy Plan (Steering Committee) plan and general management plans on federal lands, the entire region would be covered. Management of upriver lands, not just coastal, is important because land uses in the headwaters of rivers that reach to the coast will affect the coast. This is true especially for resources like salmon and sheefish, which migrate from the coast up to the headwaters, and for certain species that migrate all the way back. The extent of influence will have to be determined after the draft plan is submitted for review to the State Coastal Policy Council, which will approve or disallow the proposed boundaries. If the in- land extent of the coastal zone is not favorable to the region, we will need to find or establish some new mechanisms for directing development on lands upstream from the coast. Lands Task Force Recommendations In an effort to identify long-term land planning needs for the region, the Lands Task Force helped prepare recommendations for further actions. Fig- ure 4-3 displays these recommendations and pertinent agency contacts. To implement the recommendations, we will need a staff coordinator and direct assistance from staff of other agencies, boards, villages and research organizations. Intergovernmental coordination from the Alaska Land Use Council would help. It is important to read the land-related issues brought up by the Facilities Task Force as well. They called for many actions by lands agencies to ease the problems created by land use organizations. 63 09 Figure 4-3 LANDS TASK FORCE MANAGEMENT PLAN PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE I. The region's lands and resources ‘are owned or governed by several different land owners. Most land use objectives are similar, but some are conflicting. All need to be resolved, but agency plans are difficult to coordinate because they are on different schedules over the next 3 years. State land resource mapping & planning is being delayed here due to competing priorities elsewhere in the state. Accelerated resource development in this region is outpacing agency ability to fund staff and programs in time to meet new planning needs. Problem is aggravated by lack of data here, lack of staff and multi- tude of agencies involved in regu- lating development. Delaying development interferes with larger strategic goals of creating jobs for NANA Region residents, so timing needs to be fostered with improved information base and coor- dination. IA, Establish a formal land use planning project among the Lands Task Force. Product will be an overall regional land use plan. 1. Get Lands Task Force to write a joint proposal, budget and schedule for submittal to state legislature and congress. 2. Conduct a data needs assessment, consolidate existing data and gather new data jointly. 3. Obtain funding for a land capa- bility assessment based on satel- lite photos and computerized data base (like North Slope Borough's) 4. Develop a public participation program which integrates input of existing advisory bodies like Fish & Game advisory boards, Coastal and KIC boards, IRA councils and Elders' Councils, as well as general public. NANA-Don Argetsinger, VP Resources; Walter Sampson, Land Director KIC-Willie Goodwin, Lands Director Maniilaq-David Weingartner, CZM Planner Nat'l Park Service-Mack Shaver, Superintendent Fish & Wildlife-Keith Schreiner, Director BLM-Roger Bolstad, Area Director DNR Planning-Reed Stoops Fish & Game-Scott Grundy North Slope Borough-Planning Director Lands Task Force above, plus tech- nical services divisions of each agency Resource Service Area Board, NANA Legislators DGGS-Ross Schaff, Enzo Beccia Tech. Services, DNR-Jim Anderson, CRA- Larry Kimball Lands Task Force and Public Participant Consultant 1983 LANDS TASK WY Figure 4-3 FORCE MANAGEMENT PLAN (Continued) PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE II. Major regional development projects and village development projects require permits from land agencies, but data is not avail- able, definitions and criteria are conflicting, and jurisdictions have not been resolved, so projects are being unnecessarily delayed. g9 A. Initiate accelerated data col- lection effort among agencies and corporations. B. Verify accuracy of aerial photos on the ground. C. Produce a wetlands map of the NANA region. D. Seek general permits for vil- lages and projects. A.la. Region has funded soil inven- tories for all villages and local development areas. lb. Cities, IRAs, corporations and agencies should use the new soils reports in permit applications. 2a. Region has purchased full set of aerial photographs for private lands in black and white at 1:60,000 and for forest lands in color infrared at 1:15,840. 2b. Agencies should purchase photos for their lands at same scale and file type. 2c. Index will be prepared to cross reference map coverages. One full set should be stored in one place. 2d. Agencies and corporations should meet frequently to speed permit issuance. B.1. Conduct the necessary on-site investigations to ensure correct interpretation of data collected. C.la. Get ruling on criteria and definitions from Congress and courts. 1b. Get funds for mapping project and distribute map widely. D.1. Prepare 5- and 10-year land use plans for villages. D.2. Issue general permits. Maniilaq scs Maniilaq NANA Maniilaq administration NANA administration UofA/AEIDC - Barbara Sakolor NW Arctic School District-Librarian Corps of Engineers Dept. of Environmental Conservation US Fish & Wildlife Service ADNR-NASA Legislators & congressmen with State-Federal Wetlands Task Force Maniilaq, NANA, CRA & villages with agencies Permit agencies 99 Figure 4-3 LANDS TASK FORCE MANAGEMENT PLAN (Continued) PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE III. Permitting Delays Involve the appropriate agencies in| Set up a planning review committee Lands Task Force ASAP the planning of the project. This consisting of the agencies that Any major construction project in a | process is called pre-permitted will be involved in the beginning wetland or that is water-related planning and has worked success- of the project planning, as well as requires permits from the Corps and | fully for numerous development pro-| in the permit review procedure. several other agencies. jects on the North Slope. (E.g., project overview presenta- tion on Red Dog Mine made by An example is the dock/port pro- Benefits: Cominco, NANA and Dames & Moore to posal near the Wulik River for 1. Timely issuance of permits. the Lands Task Force and North mining development. If the agen- 2. Ensures the best possible Slope Borough (coordinated by cies involved object to the project | design from the environmental and Maniilaq.) as designed, there may be delays engineering point of view. and possibly denial of the required 3. Ensures that all possible permits. alternatives are objectively evaluated. 4, If an EIS is required, it would be possible to fit it into the planning process. Iv. Lack of coordination in fisher- | Develop a comprehensive fisheries A series of integrated pilot pro- U of A Marine Advisory Program 1982 and Tes development area - many agen- development plan to coordinate all jects aimed at testing the feasi- Bering Sea Fishermens Association annually cies, programs, etc., acting in interests: fishermen, buyers, pro- | bility of expanding the local United Fishermens Association areas of mutual concern without cessors, consumers, subsistence fishing effort into nonconventional | Alaska Native Foundation necessary integration. users. Plan should identify local species (crab, shrimp, arctic cod, species (crab, shrimp, arctic cod, Community desire to expand fisheries. The main objective is to provide a “local industry" which is consis- tent with cultural traditions. saffron cod, burbot, cockles, clams, scallops). These pilot pro- jects should explore: different boat designs, local construction of boats, gear technology and potential stability of market and resources, as well as the effect of this activity on the local economy. Resource evaluation in marine waters. Corporation (Arctic Sea) Fish & Game National Marine Fisheries Service US Fish & Wildlife Service NANA Seafoods IRA tribal councils Village Fish & Game advisory boards a) Figure 4-3 LANDS TASK FORCE MANAGEMENT PLAN (Continued) wy Ambler, Kobuk and Shungnak resi- dents because ADF&G regulations prevent this action in the park. o tence hunters from these villages can use this important subsistence resource. a change in ADF&G regulations to allow hunting in the Gates of the Arctic National Park for mountain sheep. David James - Ambler PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE Vv. Need More Resource Data | A. Western arctic caribou herd 1. Total population size - July 1. Conduct at least one photo- ADF&G winters and travels through region count of herd every two years. John Coady, Regional Supervisor, and is a subsistence mainstay. 2. Sex and composition of herd Nome Population trend information is in fall needed for adequate management. 2. Fall, spring and calving grounds | Game Biologists 3. Sex and age composion of herd sex and age comparison counts David Johnson - Kotzebue in spring (late winter) should be made every year. David James - Ambler Roland Quimby - Kotzebue 4. Sex and age compositon of 3. Reconnaisance surveys of winter- | David Anderson - Nome herd in calving ground ing herds. Village visits to Carl Grauvogal - Nome supplement hunter reports to deter-| Tim Smith - Barrow 5. Total harvest by hunters mine total hunter harvest. B. Moose have recently become 1. Total population size. 1. Winter trend counts made on ADF&G 1982 and established in the region. Popula- specific area statistically ade- Johnson/Quimby - Kotzebue annually tion trend information is needed 2. Sex and age composition of the quate to represent total herd. David James - Ambler for adequate management. Moose are} herd. Surveys made annually. an important subsistence resource. 3. Total harvest by hunters. 2. Sex and age composition count in fallto determine percent males in herd. 3. Field check stations to help determine total harvest reported by hunters. C. Sheep have always been present 1. Total population size. 1. Conduct additional total cover- | ADF&G Biologists 1982 and in the region and at times a very age surveys of region to determine Johnson/Quimby - Kotzebue annually important subsistence resource. 2. Sex and age composition. total range and size of population. | David James - Ambler Sheep are currently important as game for sport hunters and as a 3. Seasonal distribution. 2. Conduct yearly ground counts in tourist attraction. Population June in selected trend areas to status and trend information is determine sex and age composition. needed for adequate management. 3. Conduct yearly aerial surveys of several highly hunted areas to determine population trends (total size of herd and percent of lambs and legal rams) . D. Sheep in the Gates of the Arctic] A change in ADF&G sheep hunting The Upper Kobuk Fish & Game Board of Game 1982 and National Park are not being used by} regulations are needed so subsis- Advisory Committee needs to propose | ADF&G Biologist annually 89 Figure 4-3 LANDS TASK FORCE MANAGEMENT PLAN (Continued) PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE E. Winter mortality factors on Establish this problem as a priori-]| 1. Identify typical wintering habi-]| ADFsG 1982-83 ungulates (caribou, moose and moun-| ty study. Get adequate funding for] tats for each species. John Coady, Regional Supervisor tain sheep) are not understood in a 5- to 10-year study. 5- to this region. 2. Measure climatic data (snow Biologists, Game 10-year depth, wind velocity and tempera- Johnson/Quimby - Kotzebue study, tures). David James - Ambler depend- ent on 3. Identify important vegetation weather which ties animal to wintering cycle area. 4. Measure physiological condition of animal after wintering in a specific area. F. Important wildlife habitats are | Work with land management agencies | 1. Vegetative land types need to be| ADFsG 1983-93 not quantified. This information to map critical wildlife habitats. identified and described. John Coady, Regional Supervisor is necessary when evaluating ef- Display on maps vegetation and Derek Craighead, Biologist - fects of future developments on food habitats of wildlife species. 2. Food habits of wildlife species Kotzebue wildlife. Use as at tool for wildlife and need to be studied and important subsistence management. Coopera- food plants identified and associ- BLM tively find funding for a 5- to ated with vegetive land type. USPS 10-year project to accomplish the USF&WS above. 3. Need the above information NANA incorporated on maps to show Department of Natural Resources critical habitats. Maniilaq CZM Program G. Wolves are important as a sub- 1. Make funding of a yearly aerial 1. Continuance of aerial survey in ADF&G Each ‘sistence species in this region, census of the region's wolf popu- later winter to determine total John Coady, Regional Supervisor year their fur is used as trim for lation a high priority. population size in region. clothing. Wolves as predators Biologists affect the total population of 2. Initiate a study which would 2. Capture and radio track several | Johnson/Quimby - Kotzebue other important subsistence species} test the accuracy of the wolf wolves from different packs in one | David James - Ambler (caribou, moose and mountain population survey (radio tracking definable area and test the theory | Derek Craighead - Kotzebue sheep). Population status and of several packs of wolves). that aerial surveys without radios trend information is needed for attached to animals show a certain 1983-86 adequate management. 3. Initiate a study which would give predation rates of wolves on caribou, moose and mountain sheep. degree of trueness for identifying population size. 3. Capture and radio a statistical- Ty significant number of caribou, moose and mountain sheep and moni- tor with collars (radio signals change) in order to determine wolf predation rates for each species. >) Photo 5. Lena Sours of Kotzebue, now 101 years old, scraping oogrook seal hide for mukluks. Agencies and corporations should work through the Lands Task Force and community councils to gain access to the elders. We can provide help in asking questions of the elders in their language. The historical baseline provided by their combined experience provides a data source pre-dating regular scientific observation in the Northwest Arctic. 4-3-X-A Matt Conover WY Figure 4-3 LANDS TASK FORCE MANAGEMENT PLAN (Continued) o™/ PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE H. Grizzly bears are an important 1. Regional managment of grizzlies. | 1. Secure adequate funding for ADF&G 1982 and subsistence resource. Population field work on grizzlies. Biologists annually trend information is needed for Johnson/Quimby - Kotzebue adequate management. 2. Establish a fall trend count 2. Conduct aerial surveys on the David James - Ambler area which represents a portion of | Kelly River in October of each year the region's grizzly population. (an area of high hunter activity.) 3. Continue with the sealing of 3. Make visits to villages to seal hides of all grizzley bear grizzly bear hides. harvested in the region. I. Trapping is an important eco- Obtain adequate funding to continue} 1. Continue paying village fur ADF&G 1982 and nomic activity in this region. monitoring harvest and to conduct sealers for each hide sealed. Biologists annually Wolf, wolverine, lynx and otter field surveys to establish popula- Johnson/Quimby - Kotzebue hides need to be sealed before they] tion trends. 2. Continue with beaver cache David James - Ambler are sold (federal and state law). counts on the Selawik and Kobuk Other furbearers (muskrat, beaver, River systems. Village Fur Sealers mink, marten, red fox and white All villages fox) are also important economical- 3. Count the number of fox observed ly. Population trend information per hour during moose surveys to is needed to adequately manage help establish population trends. these resources. J. Local management of wilflife Continue public input through 1. Hold public meetings in ADF&G 1982 and is important to everyone interested} the five fish and game advisory September to consider commercial Commercial Fisheries annually in a long-term, stable population of wildlife. Local residents can assist in wildlife management by making their needs and priorities known. 69 committees in the that are currently in the region. fisheries, sportfishing and sub- sistence fishing regulation changes. 2. Hold public meetings in early winter to consider changes in game regulations. Joe Dinnacenzo, Biologist-Kotzebue Game Division David Johnson, Biologist-Kotzebue Roland Quimby, Biologist-Kotzebue David James, Biologist-Ambler Advisory Committees, Fish & Game Noatak-Kivalina Committee Elmer Armstrong, Chairman- Noatak Upper Kobuk Committee Reginald Cleveland, Chairman- Shungnak Kotzebue Committee Rodney Lincoln, Chairman- Kotzebue Lower Kobuk Committee Robert Newlin, Chairman-Noorvik Northern Seward Peninsula Committee Calvin Moto, Chairman-Deering OL Figure 4-3 LANDS TASK FORCE MANAGEMENT PLAN (Continued) PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE VI. Lack of documentation of sub- Develop a solid information base on] Have Subsistence Division develop a | ADF&G sistence use areas and amounts subsistence use and a program for workplan for a comprehensive data All federal landowners taken may lead to controversy if updating of information. base and seek funding at adequate All villages resource shortages occur. We also levels. All Fish and Game advisory boards need the information for effective Elders' councils land use planning for major develop- Coastal Resource Service Area Board ment projects. NANA Maniilaq Legislators Division of Subsistence VII. Reindeer grazing areas. These | Separation of caribou and reindeer | Gather information on herd use BLM ASAP overlap caribou ranges in Selawik by changing grazing area or season requirements for respective herds. ADF&G Hills and Buckland River areas. of use. Conduct meetings to discuss prob- NANA Caribou herd "acquires" reindeer when use areas overlap. VIII. Continued protection of all natural resources while allowing use of these resources. IX. Logistical support for staff. Continue to gather current data on condition of resource and manage use of each resource to prevent harm to it. Prevent damage of resources. Allow visitor use to continue in all areas. Use local people as employees when possible. Use available housing, storage and administrative facili- ties in all villages. Implement local-hire program. Set up administrative sites (housing, office, storage) in villages. lems and solutions. Gather and analyze data on all re- sources, directly or through cooperation with other agencies. Restrict activities in locations where serious resource damage is occurring. Find alternate areas (or resources) so that activities will not be totally eliminated if restricted in one location. Monitor restrictions. Relieve or tighten them as resource conditions change. Set quotas and criteria for local hire. Obtain land and/or buildings neces- sary for these activities. Affected villages Lands Task Force All Lands Task Force agencies and research projects ve ) Figure 4-3 LANDS TASK FORCE MANAGEMENT PLAN (Continued) PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT X. Conflicts between subsistence use and recreational use of re- sources (sport hunting) XI. There is a communication gap between land resource managers and local people on need for and types of resource management techniques. TL Determine visitor use patterns and develop use plans to minimize con- flicts. Schedule concession operations, transportation and tourism to minimize conflicts between users. Set up visitor contact systems (station in Kotzebue and villages, field contacts, etc.) to make visitors aware of lifestyles, and activities, etc., and gain their support and get their ideas for minimizing conflict. Develop education programs for schools and community at large. Get precise, current information on visitor use and subsistence use patterns. Set up and staff Kotzbue and village visitor contact points. Make village people aware of visitor use and get them thinking about how to benefit from it. Begin draft visitor use and sub- sistence plans to separate activi- ties as much as possible. Find areas and access methods to allow visitor use where little sub- sistence activity occurs. Regulate (at a minimum) activities where conflicts cannot be prevented in other ways. 1, Establish a work group made up of both Lands Task Force and HESS Task Force. 2. Develop funding proposal. 3. Write program guides based on NANA region examples. Lands Task Force National Park Service ADF&G BLM NPS USFWS-I&R Division UofA AEIDC Chukchi Community College NW Arctic School District NANA Maniilaq Elders councils Legislators mM DATE Zl Figure 4-3 LANDS TASK FORCE MANAGEMENT PLAN (Continued) PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE XII. No overall fire management Develop a coordinated fire suppres-| 1. Develop a detailed land status BLM Summer plan for the NANA region. sion/management plan that involves | map. "| NPS 1982 all land owners in the region. USF&W This may be done through the BLM 2. Obtain IR photos for vegetative | NANA Corporation Fire Suppression Program. type/fuel load mapping. KIC 3. Collect detailed information on fire effects and fire history in the region. 4. Have each land manager develop a fire policy for his own lands. Needs to be mapped at least 1:250,000 and preferrably at 1:63,360. 5. Present each fire management plan to the BLM. Maniilaq (CZM) APPENDIX 73 Appendix Summary of the Coastal Management Plan prepared for the-Coastal Board and Maniilaq by Darbyshire and Associates, based on interviews with NANA Regional Strategy staff, surveys and public meetings The overall goal of the coastal management plan is to provide a_framework for the NANA people within which they can better determine for themselves their quality o ife an ifestyle choices. jas severa Ts goa resource-related parts: ° Self-Determination. Increase local decision-making on coastal resources in the NANA Region; ° Subsistence Values. Preserve subsistence lifestyle by protecting wildlife habitat in the region. conserve natural resources upon which the Inupiat culture depends; ° Economic Development. Increase local lifestyle choices by matching development efforts in the cash economy with the continued maintenance and enhancement of the traditional subsistence economy; ° Lifestyle. Provide for maximum freedom of choice for NANA people to engage in traditional subsistence pursuits, the cash economy, and/or combinations of both; ° Local Hire. Give preference to local hire, training and work retention in all economic activities in the NANA Region; ° Environmental Standards. Adopt clean air and water quality and land reclamation standards before development of any major resource in the region. Issues In the course of this analysis, the following key issues have emerged: ° Red Dog/Lik mining area; port site at Kivalina; ° Ambler/Bornite copper mining; ° Chicago Creek coal mining; ° proposed offshore oil and gas leasing; ° proposed onshore oil and gas leasing; ° governance and regional self-determination; ° transportation; ° local hire; and ° tourism and recreational use. Hardrock Mineral and Coal Mining The proposed hardrock mineral mining operations in the Red Dog mining area and the Ambler/ Bornite copper mine area appear to be imminent within this ten-year planning period. While these operations would bring many new employment opportunities to the region and its residents, poten- tially unfavorable consequences of this development must also be considered. As with all proposed development in the area, effective programs and policies must be adopted to make sure that hiring and training opportunities are available for area residents. Transportation systems must be carefully planned so as not to disrupt natural systems. Increased hunting pressures due to increased access to the area could unfavorably affect caribou, moose, sheep and bear populations if measures are not taken to limit access. 74 2 In addition, several difficulties to this type of development exist in the NANA Region. The area's remoteness, marine icepacks,lack of mining infrastructure, and competition from other more favorably located mining areas in other parts of the state and in other parts of the world make development in the region a very expensive proposition. However, initial reports of the nature of the region's resources indicate that, regardless of these drawbacks, the NANA Region will ex- perience land speculation activities as interest groups vie for rights-of-way, transportation corridors, mineral rights and control of natural resources. On-_and Offshore Oil and Gas Development Hardrock mineral and coal mining activity will probably be dwarfed by anticipated on- and offshore oil and gas activity in the coming ten to twenty years. The tentative five-year oil and gas lease sale schedules published by the State of Alaska, the Bureau of Land Management's Upland Leasing Office and the Alaska Outer Continental Shelf (OCS) Office call at present for the leasing of a total of more than twenty million acres. This figure will be changed before the lease sales take place, but the initial numbers show a very large labor force coming into the area if only because the numbers of people currently resident could not meet the employment needs. This development will affect the habitat of the region. Both on- and offshore develop- ment activities will probably disrupt the character of major and minor waterways in the region. In turn, this will disturb fish and marine mammal populations which area residents depend upon for subsistence. Local Hire NANA residents have expressed a great deal of concern that preference be given to.them for filling the employment needs of the above proposals. With the withdrawal of federal funding for a number of employment programs in the region, it will be necessary for the region to develop its own strategies for full employment. Strategies such as a local labor pool of skilled workers and contractual agreements for local hire preference with the prospective developers will be ad- dressed in Phase II! of this plan. Transportation Resource development in the NANA Region can create a conflict between use of the land for development and use of the land for subsistence. For example, surface transportation facilities, in particular roads, railroads and pipelines, use large amounts of wildlife habitat. Indirectly, the consumption of water from streams and lakes (for slurry pipelines) and the extensive removal of gravel from streambeds, beaches and spits for the construction of roads and facilities may also disturb or destroy habitat. These factors need careful attention before any decisions for development are made. Governance Finally, the ability of the NANA Region to locally administer its own coastal management plan and policies has become an issue. The federal Coastal Management Act of 1972 delegates policing powers in coastal management matters to the state when there are not sufficient local powers to implement the coastal management program in the unorganized borough. The lack of a local planning and zoning authority or police powers severely limits the ability of NANA resi- dents to implement the coastal management program, particularly on state and federal lands. Ap- proaches to this and to other issues raised in this paper will be addressed in Phase || of the coastal management plan. Tourism and Recreational Land Use According to informal statistics provided by the U.S. National Park Service, tourism and recreational land use in the NANA Region are on the rise. Although many people in the region favor tourism in the larger Kotzebue area, there is some question about whether recreational land use should be encouraged in rural areas. Advocates of increased recreational land use and tour- ism feel that these industries are inevitable and, therefore, feel it is better to maintain as much local control as possible over their growth. Opponents of increased tourism voice concern that subsistence resources and local culture may be seriously disturbed by expanded recreational land use and tourism. In addition, many NANA residents simply do not want any form of tourism in their villages or in surrounding areas. 75 Objectives of the NANA Coastal Management Plan* The overall goal of the coastal management plan is to provide a framework for the NANA eople within which they can better determine themselves their quality of life and lifestyle Sfetaas For the coastal plan, this goal has several resource-related components: ° ° ° Goal - Self-Determination: Increase local control of decisions which affect the coastal resources of the NANA Region. Goal Objective- Retain the Coastal Resource Service Area Board as the responsible entity for preparing coastal management plans. Objective - Seek legislation authorizing CRSA's to implement plan. Objective - Develop a coastal management program that meets state legal and administrative requirements. Objective - Investigate the feasibility and viability of borough government incorporation as a means toward more local control in coastal management planning and implementation. Objective - Seek "city" assistance (e.g. adopt zoning ordinances) to support coastal management planning objectives. Objective - Keep local legislators informed about local coastal management problems and needs. Objective - Provide for a local "clearinghouse" to coordinate with the state the tracking of all permit applications. - Subsistence: Preserve subsistence lifestyle by protecting wildlife habitats in the region. Conserve natural resources upon which the Inupiat culture depends. Goal ment Objective - Conserve sensitive denning, calving and browse areas and migration routes of important subsistance animals. Objective - Protect water quality and spawning areas. Objective - Give subsistence use first consideration in evaluating land use development. Objective - Control competing resource uses to preserve wildlife habitat. Objective - Maintain access to and use of important subsistence resources. Objective - Discourage commercial, sport and nonlocal use of critical local sub- sistence resources. Objective - Measure expected impacts from proposed land use and transportation developments in sensitive subsistence resource areas. Objective - Closely monitor and manage any land use and transportation development in sensitive subsistence resource areas. - Economic Development: Increase local lifestyle choices with economic develop- that 1s compatible with subsistence and traditional values. Objective - Improve the income earning opportunities in the outlying villages. Objective - Increase the region's self-determination and autonomy by shifting its current dependence on federal and state entitlement programs to a greater depend- ence on its own natural and human resources. Objective - Increas participation of locally-owned businesses in the development of the region's natural resources. Objective - Develop a vocational training program tailored to the local labor force and to the unique development potential of the area. *This section repeats the goal statements, but includes more specific objectives for land manage- ment. 76 See other chapters of the Regional Strategy for specifics in implementation. ° Goal Objective - Avoid scattered resource development which requires separate and duplicate facilities and services. Objective - Require all resource exploration and development programs in the region to submit and maintain a current detailed work plan showing operating levels, support requirements and time schedules of in-field operations. Objective - Expand local income earning opportunities by expanding local facili- ties for processing fish and fur resources that are currently exported. Objective - Develop marketing/buying strategies aimed at stabilizing local fish prices. Objective - Organize a regional fur buying market to supply local households with raw materials for making goods to sell locally or for export. Objective - Strengthen the marketing link between the local tourism industry and the skin-sewing and Eskimo artifacts manufacturing industries. Objective - Develop a reindeer meat and "pocket fishery" retail market on a village-by-village basis. Objective - Develop local energy resources to reduce household dependence on fuel oils. Objective - Develop local timber resources to meet the lumber demand for construc~ tion in the region. Objective - Encourage more locally-owned businesses to support the mining, con- struction and resource development industries. Objective - Encourage local administration of state and federal services through local organizations. Objective - Further develop household industries that use local resources to produce subsistence implements and household and personal products Objective - Reintroduce the idea of village agriculture to replace certain foods bought outside the region. - Lifestyle: Provide maximum freedom of choice for people to engage in tradi- tional subsistence pursuits, the cash economy or combinations of both. ° Goal Objective - Increase local employment opportunities. Objective - Increase skills of the labor force. Objective - Increase stocks of subsistence resources. Objective - Design work schedules that are compatible with subsistence lifestyles. Objective - Set up local contract labor pools. Objective - Promote cultural heritage. - Local Hire: Have all economic development programs in region give preference to local hire and provide job training opportunities. Objective - Reduce unemployment rates. Objective - Reduce underemployment rates. Objective - Increase per capita income. Objective - Provide locally for needed skill-training. Ob jective agencies. Coordinate local employment programs with state and federal employment 77 ° 78 Goal - Environmental Standards: Maintain air and water quality and land reclamation standards of the region at current high levels. Objective - Assure adequate standards are in place prior to major resource devel~ opment activities. Objective - Assure local participation in directing resource developers. = £ Chapter V Sociocultural Strategy Table of Contents Summary of Social Goals Background Education Strategies Inupiat Spirit Program and Elders' Councils HESS Task Force Strategy and Action Plans Coordination of Social Plans Appendix Goals of the Northwest Arctic School District Summary - The People 81 Chapter V cry Sociocultural Strategy Summary of Social Goals i The following goals and survey results were published in the 1979 Regional Strategy Report. oO Foster a strong, healthy community environment Objectives: a) Reduce dependence on aleohol and drugs; b) Increase level of independence, self- reliance and pride. j ° Improve and maintain public health Objectives: a) Encourage preventative health care; b) Provide high-quality local health services; ce) Support an adequate number of well-trained health aides in each community; d) Improve telecommunications between village health aides and medical personnel in é Kotzebue. oO Encourage development of high-quality local govern- ment Objectives: a) Improve local management capabilitys b) Inerease cooperation and communication between municipal and IRA (tradittonatl) councils; ec) Inerease public participation in local and regional decistons. ° Provide meaningful educational opportunities for all WANA residents Objectives: a) Maintain good communication between the school board and village residents to en- sure responsiveness to local needs; b) Provide quality educations ec) Provide more diverse educational opportuni- ties for students and adults. major health hazard and human debilitator in rural Alaska -- aleohol and drug Residents felt priority should be given to finding ways to combat the < XG abuse. The people recognize that alcoholism, espectally, adversely affects ‘ 82 all levels of the community. Reducing alcoholism in the region will take the combined efforts of NANA residents, regional leaders, and state and federal agencies. Background Residents of the NANA Region find there are few available jobs. They are faced with a rapid increase in the already high cost-of-living and have limited community services as compared to urban areas. Without apparent solu- tions to these complex problems, people cling to subsistence as an income sup- plement or as an income substitute. Subsistence is more than just an income -- it is a cultural activity that adds to the sense of pride in being Eskimo. To restrict or do away with sub- sistence, even after cash incomes increase, is to restrict and do away with pride in self and heritage. Subsistence is also a stabilizing social factor in the community. In the absence of jobs or during other stressful times, it allows an outlet for per- sonal energy and strengthens pride by giving people the opportunity to con- tinue providing for their families. It also provides a quiet time out on the land. Closeness to nature and the land quiets people and uplifts the spirit. In turn, this maintains morale in the face of pressures caused by rapid change. Rapid change creates uncertainty in people when they become aware that their skills and ability to cope effectively with new demands may be limited and make them unsuccessful in competing effectively. New rules of be- havior must be learned, new skills acquired, and old skills are seen as less useful. To lessen the impacts of rapid social and economic change that create social stress, we are recommending maintenance of a mixed cash and subsistence economy. This should provide a continuing opportunity to use traditional skills and return to the land for rebuilding self-respect and self-confidence, while still maintaining the benefits of a cash economy. Some social problems have emerged over the past 20 years as a result of not having an active strategy for this kind of mixed system. Youth who were sent Outside to go to school did not receive the benefits of being with their parents or grandparents to learn traditional skills. When they got out of school, some found either discrimination in the job market or found that they could not compete as effectively as people from Outside. They returned to the village, but found they did not fit well there either, having not learned the traditional skills. This frustration and isolation led, in some cases, to drinking and was so widespread that this became a community problem. People who fell into those habits are now parents. Now another generation is growing up in families where drinking is common. These youth have a hard time learn- ing in school because of conditions at home. Now that there is a locally- based school system, some of the educational benefits expected have not come about because of poor home conditions affecting the academic performance of these students. The village has coped with this in some cases by not ridiculing people for drinking, but it has also suppressed public discussion of alcohol-related problems, making cooperative solutions difficult. It may in the long run 83 reinforce the problem by not pressuring individuals to moderate their drinking habits. Children who grow up in homes where drinking and violence occur may repeat these behaviors when they become adults. Many villages in the NANA Region have exercised the "Local Option Law." They are banning alcohol in the community and fining people who bootleg. The Spirit Program and Elders' Councils have begun to deal openly with the prob- lem. A grassroots effort has been started to open up discussion about alcohol abuse. Constructive strategies such as community-based education, employment opportunities and community support movements are being started. The work of the HESS Task Force and the Regional Elders Conference in the latter part of this chapter are examples of the work being done. Education Strategies Education is the core of the NANA Regional Strategy. The essential goal of the Strategy is human resource development. Human needs are the basis for economic systems, family development, physical community development and land Management. In northwest Alaska, some of the basic human needs have still not been met. Meeting basic human needs such as food, fuel and shelter is a top priority. These basic needs correlate directly with the most predominant issues in the region -- subsistence, housing and energy. Subsistence is really the most fundamental, since it includes hunting for food, woodcutting for home construction (shelter) and woodcutting for home heating (energy) . Human needs for career development can be met only after the other basic needs are filled. Education in its most narrow sense pertains to the topmost level of career preparation. Education is a shared responsibility of institu- tions and families in almost every respect. The residents of the NANA Region have asked the Northwest Arctic School District to take an active role in educating their children to meet all their needs, from career development in professional/technical/administrative skills down to the most basic survival skills used in subsistence. Over the last seven years, both regional and local boards have discussed what the proper mix of skills training should be. During the same period, the villages have pushed continually for more subsistence-oriented skills in the curriculum. Residents have cited these reasons for creating locally-controlled school districts. Kotzebue residents, more involved in the Alaska economy, have sought more career training. The program developed by the school board has been a blend of both. The exact balance of each is still under discussion, but the new School District curriculum provides the opportunity for both. This way graduates will be well enough versed in basic skills (reading, writing and arithmetic) to function well in either society. This mixed cur- riculum will allow each individual the opportunity to exercise the right of self-determination. Also included in the curriculum are classes on dealing with social problems such as alcohol and drug abuse. More recently, a movement toward greater cultural pride has led to an intensified interest in developing programs with a special emphasis on the traditional Eskimo culture. This would integrate both skills training and traditional values into the core curriculum. (Eskimo values closely parallel those of Christian teaching.) The School District has responded through the 84 establishment of a Bilingual Materials Development Center. At the Bilingual Center, new texts in the old language will be written and modern skills taught in Inupiaq. The educational strategy in the NANA Region is significant for several reasons. First, it may slow the decline of the Eskimo culture in this region, one of the most traditional remaining in Alaska. Cultures are lost first through the loss of the language. Language contains subtleties and nuances of meaning which other languages cannot replicate. For instance, in the Inupiaq language there are over 22 different words for snow, each describing a differ- ent snow condition. This in turn indicates the relative danger of activity on that surface, whether it be for subsistence purposes or industrial development (like oil and gas drilling). Language binds people together through their common body of knowledge. When lost, it is gone for good. Secondly, language is important because it creates a distinct sense of identification for those who use it. This sense of identity is important to one's sense of pride and self-respect and belonging to a group. These are very real needs and are key elements for maintaining the human spirit. Human spirit is directly related to motivation. In turn, this has direct economic consequences. Corporations would function far less efficiently with- out a motivated labor force. The future development of the NANA Region and the state of Alaska depends on a motivated labor force. Therefore, any major factors affecting human spirit have economic implications. So, both corpora- tions and government should invest in programs which preserve language and culture. The Northwest Arctic School District plays a key role in the implementa- tion of the NANA Regional Strategy. Integration of traditional cultural values and skills promotes identity, pride, spirit and motivation. Acquiring these values and skills will require close communication between youth and Elders for continuity of values and skills through successive generations. This continuity should lead to more stability in individuals and families and in the larger community. Stable individuals in a stable community will be more likely to develop technical skills to take advantage of the economic op- portunities coming into the region. The role of the family in the education process is important. The Governor's Task Force on Effective Education identified almost all of the functions of education as ones shared with the family. As such, the indi- vidual family will also play a large role in successful implementation of the NANA Regional Strategy. Getting families to recognize this responsibility and to take action will be a difficult job, but it is a critical job. The present work of the Spirit Program and Elders' Councils is focused on bringing this realization to the people in each community and starting them in a specific program of action. The program, or set of programs, will be different for each village, depending on the level of recognition of the problem and the community's willingness to become involved. The important thing is that ac- tion be started. 85 Inupiat Spirit Program and Elders' Councils This material was developed with the Elders' Councils and participants in the Eskimo Spirit Program. Some of these participants also worked with the HESS Task Force. The following state- ments were adopted by resolution at the Regional Elders' Council in 1982. TEACH (INUPIAQ) VALUES DEVELOP INDIVIDUAL IDENTITY AND SELF-ESTEEM DEVELOP INCENTIVE AND MOTIVATIONS DEVELOP USE OF INUPIAQ LANGUAGE PRESERVE INUPIAQ CULTURAL HERI TAGE TEACH TRADITIONAL JOB SKILLS BASIC PRINCIPLES Every Inupiaq is responsible to all other Inupiat for the survival of our cultural spirit and the values and traditions through which it survives. Through our extended family, we retain, teach and live our Inupiaq way. Elders are responsible for cultural survival and transmission of traditional values and skills. Inupiaq is the language that traditional values and skills will be taught in. Our understanding of our universe and our place in it is a belief in God and a respect for all His creation. Our land is the physical symbol of our Inupiaq spirit. In the region: Regional organizations should offer space and other resources to support village spirit programs. The school district should have a policy for the teaching of traditional skills in the traditional way. We must learn to see school, cash income and jobs as a means to preserve Inupiaq spirit, not as goals in themselves. ELDERS ARE RESPONSIBLE FOR CULTURAL SURVIVAL AND TRANSMISSION OF TRADITIONAL VALUES AND SKILLS. 86 We must restore our Elders' authority to set standards of behavior in our families and our villages. In the village: Elders' Councils must take a stand against destructive and self-destructive behavior. If possible, villages must restore real authority to our Elders to judge and con- trol bad actions. Villages, police and courts must work to develop atonement for bad actions which allow for community service and putting Inupiaq values into practice. Families must teach their children to give great respect to the needs of the Elders, and young people should start now to offer their help to Elders in need. Children should learn from their early years on that the responsibility for the survival of the Inupiaq spirit is of the greatest importance. In the region: Radio, television and newspapers should reinforce Inupiaq values in their programs and announcements. Regional organizations should continue to push for local control to give our Elders full use of their traditional authority. Regional organizations should continue to offer services to people whose social problems are so serious that they cannot be helped in extended families and vil- lages. The goal should be to return these people to an extended family setting. Elders must be respected for their knowledge of language and skills, and should be given a meaningful chance to educate children at home and at conser. In the villages Programs for the education of little kids should be staffed and run by our Inupiaq-speaking Elders. In the region: Pay and career ladders for jobs that require experts in Inupiaq language and culture should show the value these abilities have to our culture. A minimum con- sulting fee for Elders or others with Inupiaq expertise based on $100 should be paid. We ask Elders to pick occasions for ceremonies and celebrations to mark the “progress of young people to maturity as contributing Inupiaq adults. In the village: Ceremonies might be held on such occasions as birth, naming, first game taken, first large game taken, first traditional tools and clothes made, graduations, weddings, seasonal food gathering done by the entire village, special honors and funerals. Ceremonies and village gatherings should be a place for traditional ways of expressing ourselves, such as the arts, song and dance, stories, spiritual obser- vations and sharing of achievement. Ceremonies should give the whole village a chance to participate, from babies to Elders. Some ceremonies should be held at times when those who have moved away from the village are home to visit (holidays). In the region: Region-wide gatherings, such as church meetings, NANA annual meeting, trade fair and Elders' conferences, should be continued and should focus on traditional values and activities. Recognition should be given for excellence in traditional pursuits such as hunting and domestic skills. Regional organizations should provide support for village and region-wide cere- monies and celebrations. Regional media (radio, TV, newspapers) should publicize and promote these celebra- tions. At annual meetings, new shareholders who reach age 12 will be recognized. With authority of the Elders' Councils and help from formally-educated adults, we must find mays to use western institutions, such as schools and governments, to promote Inupiaq values an ifestyle. In the village: Schools are well-suited to teach job-holding skills and citizenship, which are necessary for Inupiaq survival into the future. Through influence, Elders can help us elect or appoint people to village office and regional boards who will be active in guiding these western institutions in the Inupiaq way. 87 Elders can request board representatives to report to the council about the business conducted at meetings of regional boards. Village governments must take an active part in the regional strategy planning ef- fort. This will help our representatives and technical people work for our people's best interests. Parents in each village can become involved in their kids' schooling. They can attend school committee meetings, parent conferences and demand teachers who ex- pect the kids to achieve. They can support discipline at school by teaching self- discipline in the home. Citizens must learn not to expect newcomers to understand how to promote Inupiaq values. It is easier for Inupiaqgs to learn how to work with western institutions and it is our responsibility to make these organizations serve our needs. Nonnatives who come to live among us and help us should be encouraged to partici- pate fully in our extended families and our community activities. Parents, families and villages should help young people who try for education and jobs that will help their. people and must be urged to stick with what they set out to do. In villages, people and groups can develop economic opportunities that are based on traditional knowledge: arts and crafts, subsistence farms, guiding and survival instruction, etc. In the region: Regional organizations should join together to come up with an orientation program for newcomers that will help them understand Inupiaq values and how we want to use them to deal with our problems. This should not be undertaken by the School District. The School District should develop guidelines and help for teachers who need to learn teaching methods that build in Inupiaq strengths instead of western values like competition and individual achievement. The School District, KOTZ, ITV, newspapers and others should develop and distri- bute books, programs and courses that will teach us our history, geography, science and natural history, biographies of past leaders, literature, the arts, and all other aspects of our culture. We need to know these as much as we need to understand western history and culture. NANA should pursue its approach to human resource development as an economic development policy, including help and support for village-based alternative in- come programs and efforts. INUPIAQ IS THE MEDIUM THROUGH WHICH CULTURAL IDENTITY WILL BE TRANSMITTED. INUPIAQ 1S THE LANGUAGE THAT TRADITIONAL VALUES AND SKILLS WILL BE TAUGHT IN. 88 In_ order to ensure the survival of our language, we must focus first on teaching those who are sti young enough to learn easily. In the village: Speakers of the language must be convinced to use the language constantly with youngsters. Day care centers should be staffed by Inupiaq-speakers only. Early childhood education programs should be staffed by Inupiaq-speakers and all teaching should be in Inupiaq only. Children in grades kindergarten through third should be taught oral Inupiaq to the point of fluency. Older children should be taught to read and write the language. In each level, a head teacher should be named who will make sure that only Inupiaq is used where that is the policy. Photos 6 & 7. Local and regional Elders Councils have been established as part of the Eskimo Spirit Program, Inupiat Iitqusait. The Regional Elders Council is being made a de facto arm of the NANA Regional Strategy Steering Committee. Their policies are being incorporated into the Regional Strategy. In coming years, the recommendations of local elders councils will be incorporated into Local Strategy Plans. Tommy Ongtooguk 88A Inupiaq education for high school students should include history and culture of our people and other Inuit people in the world. In villages where the language is still strong, Inupiaq should be the primary language for public meetings. In the region: KOTZ, ITV and others should greatly increase the amount of programs in Inupiaq. All important information should be announced in both languages. School district policy should give equal emphasis to both languages and should be continued and supported. Efforts to create teaching materials for Inupiaq courses should continue and be helped by all who have something to offer. Teaching conditions and training of Inupiaq instructors should improve. They should get the support they need. Payment should reflect the value of their special skills. Programs must be developed to help those out of school to learn, telearn and improve their Thupiaq Tanguage skills. : In_ the village: Elders must insist that learners be treated with respect and not be blamed or ridiculed for not learning the language as children. Village spirit programs should designate teachers and other resources to teach Inupiaq to nonspeakers, and literacy to speakers. In_the region: College-level courses in Inupiaq language, heritage and teacher training should be developed and offered. Teaching materials for adult beginners should be developed and made available. This could include radio and television programs. New employees should be required to take a conversational Inupiaq course. New ways to revive language ability or to teach a new language to adults should be investigated and used, especially at the community college. Young adults should be informed by regional institutions about career opportuni - ties based on knowledge of language and the culture. High school students should be told now of programs to get needed skills in language teaching and materials development where there is a real manpower shortage. The Inupiaq Language Commission should have the authority to set language policy for the region since its people have the most experience and commitment to the survival of the anguage. In the village: Members of the Language Commission should make their membership known to the Elders and seek advise and help in creating programs in the village. In the region: The School District should finance regular meetings of the Language Commission and offer it staff support. Other regional organizations, such as the museum and Maniilaq, should help the commission to get funding. At regular Language Commission meetings, planning for and evaluation of programs should be a part of the agenda. Local media (KOTZ, ITV, newsletters) should report on activities of the Language Commission. 89 OUR UNDERSTANDING OF OUR UNIVERSE AND OUR PLACE IN IT IS A BELIEF IN GOD AND A RESPECT FOR ALL HIS CREATION. OUR LAND IS THE PHYSICAL SYMBOL OF OUR INUPIAQ SPIRIT. By developing strong and self-disciplined adults, we will ensure ourselves of future leaders who_can_use the western system to promote the survival of the Inupiag spirit. By promoting the survival of the Inupiaq spirit through our village and regional programs we will also promote the survival of a full and maar earful ife for our beanie on our land. By retaining and teaching our traditional skills, we can develop economic opportunities for our people that are compatible with a lifestyle close to the land. By staying close to the land, we will stay close to God. 90 The HESS Strategy for Health/Education/Social Services (HESS) The broad goals expressed by the Elders and Spirit Program provide the guiding themes for the region's overall development strategy. More specific detail on how governmental organizations are expected to respond to and work with the concepts expressed by the Elders is shown below. The HESS Task Force was created to develop an interim strategy for coordinating public programs and projects until a set of priorities could be developed at the village level. The group consisted mostly of agency repre- sentatives and local people from the villages who work in the agencies and corporations. Following is the work completed by this group and an outline for improving the program at the village level. MAJOR HESS STRATEGIES -- NANA REGION I. PROMOTE SELF-SUFFICIENCY II. PROMOTE PERSONAL AND REGIONAL IDENTITY AND PRIDE IItl. ENHANCE RESIDENTS' HEALTH AND SENSE OF WELL-BEING Iv. PROVIDE AN EFFECTIVE EDUCATION FOR ALL RESIDENTS Vv. SUPPORT A SOUND FAMILY STRUCTURE IN ALL ITS VARIATIONS vi. DEVELOP EMPLOYMENT OPPORTUNITIES AND EMPLOYEE SKILLS Issue _ #1: Abuse of alcohol and other mood-altering drugs is a prominent problem of the regional lifestyle and is related to: as tremendous loss of human potential; b. severe family disruption; c. gross abuse and neglect of family members; d. criminal assault and other violent and destructive crimes; e. fatal accidents; f. suicides; g. high levels of alcohol-related medical problems; and h. other demoralizing and disintegrating actions. STRATEGY A: Increase the self esteem of regional residents. STRATEGY wo Provide social/recreational alternatives to the bar scene. STRATEGY C: Mobilize existing organizations to increase funding and effort in order to combat these problems. STRATEGY D: Deal effectively with the symptoms until cures take effect. STRATEGY E: Strengthen community education programs re substance abuse and its effects. STRATEGY F: Enforce existing laws concerning alcohol and drug abuse. 91 STRATEGY G: Emphasize elements of a healthy lifestyle. Issue #2: Methods of raising children, and of teaching self-control and self-motivation, are inadequate in the present day. This results in: a. parental feelings of confusion, discouragement and isolation; b. an inability of communities to control the actions of delinquent teenagers and young adults; c. an unfair distribution of workload within the family unit and community; and d. contribution to job and scholastic failures. STRATEGY A: Develop local strength. STRATEGY B: Organize family activities. STRATEGY C: Advertise successful childrearing practices and experiences. STRATEGY D: Promote cooperation of all involved with children in the region (including their peers). STRATEGY E: Explore family patterns -- traditional and present day. STRATEGY F: Develop communication skills and interactive abilities. Issue #3: Lack of community support for law enforcement encourages lack of restraint and compounds an already inadequate judicial system. a. Victims often go entirely unsupported in their personal dilemmas. b. It is very difficult for victims to escape continued abuse and for police officers and witnesses to escape retribution. c. Resources and facilities are inadequate. STRATEGY A: Develop local strength. STRATEGY B: Provide support for victims. STRATEGY C: Educate the public concerning laws, rights and responsibilities. STRATEGY D: Mobilize public support for law enforcement. STRATEGY E: Seek funding to strengthen enforcement staff. STRATEGY F: Seek funding for construction of needed facilities. Issue #4: Values and skills important to the self-concept and self-suffi- ciency of individuals and families are quickly being lost. Lack of these skills may make the person the subject of ridicule by others in the community. Examples are: a. Inupiaq language and oral tradition; b. subsistence living skills; and c. patterns of living. 92 we Photo 8. Regional residents provide leadership of interagency task forces. Above, a work group of the HESS Task Force listens to a Maniilaq employee explain the region’s perspective on problems and needs. 92A a STRATEGY A: Revive the Inupiaq language. STRATEGY B: Encourage the practice of subsistence living and other traditional skills. STRATEGY C: Publicize the importance of cultural vitality. Issue #5: Externally organized governmental and quasi-governmental structures are constantly changing and are not tied to existing village systems of power and decision-making. This exaggerates the dependence of the residents on external agencies rather than fostering local independence. Also: a. Requirements for planning projects, applying for funds, etc., demand timelines and a public meeting format foreign to village life and uncomfortable to its residents. b. Educational institutions do not use local ways of relating to and teaching children. Family support of student's academic achieve- ments and goals is limited, in part due to lack of knowledge about the content of current education. Dropping out of school does not carry negative weight. Educational facilities are not adequate for the region's needs. Cc. Family relationships and responsibilities are such that people have grave difficulty interacting with standard western institutional re- quirements and are rarely able to complete a college education or advance in a career. d. Leadership cannot develop naturally, but takes unnatural forms mandated by external structures, regulations and the electoral process. STRATEGY A: Heighten public consciousness regarding the effects of externally determined structures. STRATEGY B: Restructure the public meeting format to make it a more effective means for providing input, obtaining information and rendering decisions. STRATEGY C: Find alternatives to the public meeting format, timeline require- ments, etc. a STRATEGY D: Investigate the impact of public meetings and multiple boards on villages. STRATEGY E: Improve elementary and secondary education in the region. STRATEGY F: Provide post-secondary education programs in the region. STRATEGY G: Establish crosscultural and regional awareness training programs and activities. STRATEGY H: Strengthen political knowledge of the region's residents, especially in regard to government operations. STRATEGY I: Inform external agencies and organizations about acceptable methods and processes for interacting with local residents and problems re- sulting from their regulations and requirements. 93 STRATEGY J: Strengthen the governmental abilities of local communities and organizations. STRATEGY K: Investigate local leadership patterns. Issue #6: Relationships between the people from different backgrounds (even from different villages in the region) are strained. This is often due to misunderstanding motives and behaviors, discomfort with styles of relating and communicating, and interpreting differences as personal peculiarities rather than social phenomenon. STRATEGY A: Establish cross-cultural and regional awareness training programs and activities. STRATEGY B: Develop a regional consciousness of problems and opportunities for their solution. Issue #7: Changes in lifestyle have caused dramatic changes in certain aspects of personal health and fitness. Responsiveness of the medical system to local health practices and values is highly important. STRATEGY A: Develop local strength. STRATEGY B: Provide public education and information concerning aspects of wellness, illness and the medical care system. STRATEGY C: Enlist providers, employers, educators and others in promoting health. STRATEGY D: Promote healthful recreational activities. STRATEGY E: Increase availability and utilization of nutritionally sound foods. STRATEGY F: Establish cross-cultural and regional awareness training programs and activities. Issue #8: Introduction of a cash economy and advanced technology to the region has brought with it all sorts of (predictable) problems. Soft money carries with it special difficulties, such as: a. creating dependencies, then removing support for them; b. requiring layers of bureaucracy, high levels of technical skill and an additional influx of outsiders; and c. fashioning programs according to outsiders' preconceptions and priorities. STRATEGY A: Strengthen local knowledge concerning the impact of introducing a cash economy and advanced technology into an area. STRATEGY B: Investigate ways in which the requirements of funding sources affect programs planned in the region. STRATEGY C: Promote regional and individual self-sufficiency. 94 STRATEGY D: Prepare local people to assume bureaucratic and technologic responsibilities for the region. Issue #9: Employment opportunities in the region have been limited by: a. lack of available jobs and stimuli to create jobs; b. lack of skills training for those jobs that are available; c. difficulty in predicting future skills needs to train for; d. the relative youth of the region's vocational training institutions and programs; e. work situations that do not fit with a mixed economy lifestyle; and f. personal attitudes and actions that are incompatible with sustained employment. STRATEGY A: Undertake a comprehensive career education project in the region. STRATEGY B: Determine skills in the region. STRATEGY C: Evaluate, predict and plan for job opportunities and job creation possibilities in the region. STRATEGY D: Assess skills training needs of local individuals and coordinate their training plans. STRATEGY E: Strengthen the region's vocational education institutions and programs. STRATEGY F: Promote planned merging of subsistence and cash economy activi- ties to employers and prepare residents to participate successfully in such a mixed economy lifestyle. STRATEGY G: Decrease social and personal impediments to sustained employment. STRATEGY H: Encourage professional preparation. STRATEGY I: Promote job creation activities in order to meet regional needs. STRATEGY J: Develop strong career ladder programs throughout the region's organizations. HESS Task Force Action Plan Recommended actions to achieve our objectives are organized by type. This is a summary of 60 pages of task force report originally in columnar chart form (available by request). 1. ORGANIZED COMMUNITY ACTIVITIES, ORGANIZATIONS AND PROGRAMS a. Regional activities and public gatherings (support, increase) (1) Northwest Native Trade Fair (2) Elders Conference (3) sled dog races (4) snowmachine races 95 96 (5) (6) (7) (8) ski races foot races and marathons Eskimo games student fair b. Regional institutions (support, organize, establish) (1) (2) (3) (4) (5) (6) Inupiaq Language Association Museum/gallery: history, traditional crafts Inuunailigq Camp: emphasize traditional activities arts and crafts cooperative or marketing service X-CED: expand fields of study youth council c. Regional associations and groups for advocacy and planning (1) (2) (3) (4) (5) (6) Alcoholics Anonymous Al-Anon, Al-Ateen Big Brothers and Sisters Child advocacy group Municipal League, with legal and accounting staff Labor Market Task Force d. Regionwide programs (1) (2) (3) (4) (5) (6) (7) (8) (9) formal referral and service system for children and families in crisis education, rehabilitation and public compensation for crime victims adult Inupiag literacy training advocacy for all government and Native organizations; legal assistance computerized skill bank support funding needs of all vocational programs entrepreneurship assistance job readiness training for all residents NANA Plan for Local Hire (10) fire protection training and facility (11) support system for employees in high pressure jobs (12) Month of the Child activities e. Regionwide advocacy (1) (2) (3) Eskimo games in the Olympics adequate funds for all municipal services adequate loan funds for small businesses (4) Native organization and municipalities f. Village programs and activities (1) intergenerational activities using school facilities (2) outdoor activities: hockey, volleyball, skiing, skating, running, dog racing, snowmachine racing (3) village Cultural Heritage Weeks, seasonally (4) exercise and dance classes, pingpong, etc. (5) (6) (7) hobby outlets: music, woodworking, chess, games, arts and crafts teen centers: emphasize traditional activities activities provided by adults for abused and neglected children x oa a i\ \ | i } 4 ” — fos ap “ . Creed Photo 9. Teaching traditional skills and values with modern satellite T.V. Instructional T.V. broadcasts include traditional skills, as well as modern skills like computers and business management. Through the use of such tools, the NANA Region hopes to provide its residents with a blend of skills that will allow them to have the best of both cultures. 96A (8) (9) (10) (11) (12) (13) (14) (15) (16) (17) referral service for children and families in crisis protective detention programs for substance users adult literacy training teacher-orientation programs in September (dinners, foster families) community schools program Alaska career information system access to computerized skill bank fire protection resources and training facilities family nutrition feasts at each school improve outreach of all service programs 2. MEDIA PRESENTATIONS AND MATERIALS a. Public service announcements on radio and TV regional identity and pride; Inupiaq spirit (1) (2) (3) (4) (a) (b) (c) (da) (e) (£) (g) (h) (i) good things about our region emphasize the good in one another positive role models value and benefit of using Inupiaq advertise all cultural heritage activities positive examples of lifestyle mixing old and new bilingual announcements of all meetings need for Inupiaq speakers to use the language, especially with children, and not ridicule learners expose cultural stereotyping by emphasizing successes citizen and shareholder education (a) (b) (c) (d) (e) (f£) (g) (h) (i) (3) (k) (1) rights and responsibilities of shareholders legal education: new laws, need for laws, how to assist in law enforcement effect of crime on village life citizen responsibility for law and order voter education subject matter of important meetings bilingual First Amendment and Bill of Rights existence and purpose of regional planning programs educational programs and school activities social effects of rapid cultural and economic change substance abuse laws village legal issues lifestyle problems and cross-cultural communication (a) (b) (c) (da) (e) (£) (g) (h) (i) (3) dealing with substance abuse in family, community health consequences of substance abuse aspects of a healthy lifestyle (nutrition, exercise) successful childrearing practices and patterns Month of the Child activities dealing with cross-cultural communication problems how to avoid being victimized by crime value and need for acquiring basic skills promote breast feeding role of alcoholism, family problems at workplace programs and services (a) (b) Kotzebue Women's Crisis Project state violent crimes compensation program 97 98 (c) state homemaker program (a) local system in injury relief (EMS, S&R, PHS, etc.) (e) use of medical care system (£) protective detention program (proposed) (g) availability of counseling and treatment for problems related to work (h) availability of computerized skill bank (i) career planning (j) careers in law enforcement, professional areas such as medical, teaching, program management, business admin- istration, sciences, etc. b. Brochures and other publications (1) (2) (3) for general local consumption (a) regional perspective on substance abuse (b) legal education (c) Elders wisdom on traditional village power and decision- making (a) cultural life of the region; composite of traditional and new; relationship to the rest (e) corporation affairs (f) activities in the schools, programs, etc. (g) workforce opportunities, projections (h) booklet on breast feeding, bottle use, child nutrition (i) booklet on traditional healing practices (3) notebook of vocational training opportunities (k) disseminate availability of career ladders with various jobs for those from outside the region (a) community meeting techniques that work, don't work (b) the region, past and present for specific groups (a) village government technical assistance manual (b) career planning for students c. Broadcast radio interviews (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) Elders and leaders: good things happening in the region need to accentuate the positive in self and others need to practice and emphasize communication skills discuss cross-cultural communication problems positive role models, talking about need to support law en- forcement 7 discuss effects of crime on village life roles and duties, experiences, of law enforcement personnel use of Inupiaq and other language issues how the region fits into the rest of the world staff of regional planning and advocacy programs, talking about what they are doing NANA and KIC personnel discussing corporate affairs School District personnel discussing programs, needs positive role models talking about success at work; exposure of Natives in nontraditional roles interviews with people from cultures and communities with parallel situations | (15) local practitioners, especially Inupiaq, in medical careers, talking about their careers and lives d. Radio and TV programs and campaigns (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) (15) (16) (17) (18) rights and responsibilities of shareholders how corporations work cultural pride; regional identity; regional perspective on social issues successful childrearing and family practices and patterns all aspects of emergency and inpatient system legal education Barrow protective detention program Inupiaq programs about cultural life of the region and how it relates to outside world voter education; the Constitution; Bill of Rights programs initiated by program deliverers about their purposes and activities weekly program (call-in?) about village government issues and problems, council education and training history and present situation of the region accomplishments of the traditional culture How social problems interfere with job success career education, Natives in nontraditional fields, etc. wellness, use of medical system, value of exercise and diet impacts of transition from subsistence to cash, here and elsewhere e. Other media ideas: (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) programs for outside the region, about us (print, broadcast) use posters decrease crime and violence, junk food ads, on TV use more Inupiag on TV and radio translate more into Inupiaq, including signs village meeting calendar advance publicity, bilingual, on meetings, agenda, etc. public recognition of role and value (existence of) village English dispel negative stereotypes develop ads for good nutrition for TV advertise locally for all job openings and promote benefits such as career ladders, need for local people in these jobs 3. COURSES, CURRICULA a. Elementary and secondary program (1) philosophical emphasis: (a) increase self-esteem, values clarification (b) emphasize communication skills (c) increase emphasis on and references to subsistence values, skills and practices (a) increase emphasis on and references to traditional Inupiaq values (e) emphasize anthropological perspective in curriculum 99 100 b. (2) (£) urge and reinforce interest in teaching as a career (g) upgrade bilingual program (h) involve Elders and village leaders in school day (i) reinforce value of accomplishments of the traditional culture (j) emphasize parallels to other developing economies (k) bring students to a par with urban students - basic skills (1) use Elders Conference materials for coursework programs, courses and curricula (a) substance abuse curriculum: {1] find programs that require less in-service [2] adapt programs to local needs (b) strengthen journalism program; interview village leaders, etc. (c) child care, child development and family life courses (d) legal education units in consumer education, social studies courses (e) Inupiaq language arts course should be expanded [1] develop necessary materials [2] improve Inupiaq instructors in-service {[3] include reading, writing and translating [4] explain differences in dialects in secondary program (£) anthropology and archeology units in social studies (g) work-experience programs; urban living; life skills (h) orient career education and work experience to community service jobs (i) regional and village history units (j) improve and expand "gifted" program (k) use of medical system; medical preventive and self-care; traditional healing practices in health class (1) comprehensive health and safety education course including arctic survival (m) home economics: include Native foods and preparation (n) elements on impact of rapid cultural change (o) elements in social studies on bureaucracy (p) elements in science about modern technology, effects Career education at all levels (1) (2) (3) (4) (5) (6) (7) (8) teachers should encourage students to go into teaching secondary career education should be offered in all years career education and counseling should emphasize reliable job opportunities for steady employment; jobholding and seeking skills; improvement of basic skills career counseling should be offered for all post-secondary students in the region offer leadership training at secondary and post-secondary levels career counseling should deal realistically with conflicts in mixed lifestyle; possible solutions career counseling should include life-skills training hold medical career days in schools Cc. Vocational training and post-secondary education (1) (2) (3) (4) vocational-technical center (a) law enforcement and paralegal training (b) agriculture and aquaculture training (c) health career training, medical tech. and nursing (d) interagency and community involvement in planning (e) design courses to articulate with BA, BS programs (f£) offer regionwide where possible post-secondary academic education (a) offer regionwide (b) articulate with bachelor's degree programs (c) offer noncredit courses to bring students to college level (ad) provide courses at a level on a par with national standards (e) college-level curriculum for village managers (£) gear courses to anticipated labor market needs (g) adapt X-CED approach to other professional fields other vocational courses (a) apprentices for traditional healers (b) Inupiaq literacy, translating skills for speakers adult education (a) voter education (b) shareholder education (c) alcohol and drug-abuse information; adapted to local perspectives (d) conflict resolution and assertiveness training (e) ABE: communications skills (£) village residents and council members: administrative needs of village government 4. RESEARCH NEEDS a. Ethnography, history and social conditions (1) (2) (3) (4) (5) (6) (7) (8) discuss family relationship patterns with Elders, residents, students, agency personnel profile past and present childrearing and family relationship practices and patterns common in region effects of imposed western governmental systems on village identity, traditional decision-making, etc. successful methods of dealing with intercultural conflicts, based on experiences here and elsewhere history of the region and of each village bibliography of material about the region for new hires present information from Elders Conferences on various social issues in readable format develop a mechanism for local oversight of all ethnographic, anthropological and archeological research in the region b. Surveys and needs assessments (1) (2) (3) (4) levels and types of programs and funding for chemical abuse control I law enforcement and legal system staff needs inventory composition and duties of all village boards, councils and advisory groups canvass residents about causes of gaps in leadership 101 5. 102 (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) labor market projections (interagency task force) define labor force statistical needs and devise a program or methodology to meet them, including contracting for research expansion of X-CED into other career areas career expectations of local young people (cf(5) above) needs assessment of various local agencies for contractual assistance in developing career ladders assess health status of all region's residents medical system personnel needs need and public attitude toward suggested program conduct surveys by house-to-house visits wherever possible try questionnaires in a simple, lively format with self- addressed stamped envelope Program research and evaluation appropriate in-school drug abuse curriculum effectiveness of publicizing names of criminal offenders pilot test and evaluate village public safety office program successful and unsuccessful meeting and public participation appropriate packaged workshops and materials on culture and values clarification and cross-cultural awareness evaluation and concensus for nonculture-biased vocational and aptitude testing, etc. establish and implement local hire targets standards for career ladder development interagency coordination of career planning materials and develop notebook of training opportunities Analysis and statistical research analyze successful versus destructive family patterns successful childrearing practices successful versus destructive agency-village interactions; present case studies assumptions underlying Anglo-American government and legal systems; conflicts with traditional Inupiaq systems structure and use of village English attitudes and policies affecting development of local leader- ship impact of funding agency guidelines on delivery of health, social and educational programs Human services facility; provide space for detoxification and substance abuse treatment receiving home shelter for domestic violence victims c. (1) (2) (3) (4) (5) (6) (7) (8) (9) d. (1) (2) (3) (4) (5) (6) (7) FACILITIES a. (1) (2) (3) b. Other regional facilities (1) (2) (3) commons building for Innuunailiq (at Oogrivik in Kobuk Delta) vocational institutions: identify funding needs and mutually support fire protection training center 6. c. Local facilities (1) (2) (3) (4) (5) (6) (7) schedule use of school gyms for community recreation Kotzebue recreational facility, including: bowling alley, ice rink, rifle range, swimming pool, plus services available at former IRA rec center; make available for longer hours; pub- licize availability : village recreational facilities: assess need/feasibility local law enforcement facilities: building plan and funding fire protection resources and facilities dry discos and clubs throughout the region public signs in Inupiaq PUBLIC MEETINGS, OTHER FORUMS AND INPUT COLLECTION * ae Methodology (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) schedule meetings at a time and place to maximize participation avoid meetings over trivial issues or where no real public input is required advertise important meetings widely and well in advance on KOTZ, village meeting calendar, etc. establish a village meeting calendar in a public place in each village agency meetings in villages should start with a _ clear explanation of what the agency does, its purposes and the reason for the meeting use Inupiag translators in all meetings where possible solicit Elders' comments first consolidate meetings on related topics take polls by secret ballot where possible plan meetings in advance with village leaders seek informal feedback after meetings, follow through share information on effective meeting techniques seek alternative ways to get input to avoid proliferation of meetings and to provide a more open atmosphere for expression of opinions b. Regularly scheduled forums (1) (2) (3) (4) (5) (6) agencies seeking input and information should present questions to the Elders' Conferences first council meeting after elections should be a training ses- sion on Title 29, Robert's Rules establish regular village Elders' Conferences establish an annual Month of the Child use scheduled village meetings for legal education and voter education hold regular village cross-cultural workshops c. Special meetings, workshops and forums (1) (2) (3) gather public input on substance abuse control programs meet with bar and liquor store owners, air taxi operators, municipal officials, and legal and law enforcement staff re- garding regional approach to substance abuse, legal information meet with Mother's Clubs, church groups, regarding childrearing and parenting 103 8. 104 (4) (5) (6) (7) (8) hold workshops with village leaders conducted by Inupiaq person who understands conflicts between western and traditional de- cision-making school staff, including aides, should meet with parents to enlist support for educational programs trained local paraprofessionals should conduct village conflict resolution and assertiveness training workshops prepared programs on wellness and illness should be presented in each village there should be a forum (radio call-in) for public questions about the health care system PROCEDURES, LIAISONS, COORDINATION PLANS a. Overall planning and coordination (1) (2) (3) (4) HESS Task Force should develop procedures for coordination of plans and accentuation of priorities (Regional A-95 process) prepare interagency plan to strengthen Inupiaq spirit and enlist citizen participation develop a comfortable format to resolve differences and increase mutual understanding between villages and OTZ interagency coordination of local economic development programs b. Support and advocacy (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) emergency health care provider system; transfer and referral procedures Inupiaq Language Association Eskimo games in the Olympics legal assistance and advocacy for village councils and Native organizations Municipal League; legislative liaison assistance and loan funds for small businesses NANA Plan for Local Hire professional development local economic development; import substitution local rep on ALSC board c. Responsiveness to local citizens (1) (2) (3) (4) (5) (6) (7) (8) get input from Elders on policy development community input in Voc-Tech Center planning all hiring and firing decisions, evaluations, should be explained to ASB's and their input respected debates among candidates for election in public involve parents in schools to maximum extent possible develop comfortable format for village discussion of cross- cultural issues for orientation materials development give village IRAs, etc., prior warning about teacher housing needs Agency reps get to know village residents personally d. Interagency liaisons (1) employment and training task force: coordination, information- sharing, planning, etc. Photo 10. Walter Sampson of Noorvik, NANA Lands Director, meets with task force agencies and corporations to explain local plans. We are encouraging agencies to travel to the villages together, (as task forces) to streamline data gathering, minimize the number of public meetings, and improve cross-cultural communication. The local councils can then present their Local Strategy Plans to the task forces; and get agency responses on permits, project funding, local hire arrangements, and development schedules. Tommy Ongtooguk 104A ~ (2) (3) (4) (5) (6) (7) career counselors: testing and evaluation standardization, formal referral mechanisms, etc. law enforcement/social service agency meeting agency input: training needs for Voc-Tech Center improve communications: village and OTZ health providers all agencies maintain strong liaison with KOTZ disseminate regional and village profiles to training agencies for planning purposes (8) strong communication links between law enforcement agencies (9) coordinate implementation of NANA plan, include private sector e. Client referral systems (1) career counselors to funding and training agencies and among themselves (2) all crime victims (3) families and children in crisis to all resources, including violent crimes compensation, homemaker programs, etc. £. Program planning (1) plan for decreased attacks on victims and witnesses (2) standardize written Inupiag (3) orientation by local Inupiags (4) labor market forecasting; reliable statistics (5) career ladder development (6) public education by health providers: safety and health (7) employers should offer subsistence leave, summers off for (8) subsistence pursuits employers should provide recreational opportunities for employees 9. CROSS-CULTURAL SENSITIZING a. For newcomers (1) (2) (3) (4) (5) programs about cross-cultural interactive styles orientation for all new personnel: (a) ANCSA (b) regional history and current socioeconomic trends (c) Inupiag/village English situation (d) culture shock syndrome (by mental health personnel) (e) team-building workshop for village teaching staff villagers should have their own teacher orientation pre-orientation : (a) recruit for proven success in cross-cultural situations (b) screen for bigotry, inflexible attitudes (c) experience in small communities, Indian reservations (d) send out introductory bibliography teachers (a) encourage to visit homes in the village (b) encourage mutually educational relationship with aides (c) encourage to go to village meetings, but not to be involved in politics 105 9. 106 b. All non-Native personnel; ongoing a) (1) (2) (3) (4) teach conversational Inupiaq evidence of bigotry, racism, should be dealt with in a non- threatening but explicit way; failures should be encouraged to leave all health care personnel should be taught about traditional | medicine college level course in Inupiaq history and culture c. For Inupiags (1) (2) (3) (4) (5) (6) (7) (8) d. For the general public (1) (2) (3) (4) (5) PERSONNEL hold training workshops with village leaders to explain under- lying assumptions and conflicts with administrative and demo- cratic systems train and employ translators who understand both systems encourage Elders to take lead in policy formation, input encourage debate among candidates for election i give local residents access to assertiveness training career counseling should deal explicitly with conflicts of a mixed lifestyle include traditional healing in health curriculum provide support for those in high-pressure jobs use traditional patterns in modern law enforcement techniques adapt programs and practices to local needs; advocate with agencies € make unique local situation clear in grant applications ‘ periodic cross-cultural awareness workshops, including recent high school graduates, in all villages potential employers should have orientation to role of sub- sistence in local lifestyle a. Positions needed (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) (15) more alcoholism and substance abuse workers, strengthen village outreach counselors for victims of domestic violence: 24 hour at PHS law enforcement personnel teen center personnel for villages personnel for foster care more personnel at state DHSS: social workers and aides maintain and train adequate investigative personnel victim-witness coordinator for court system attorney at Maniilaq to assist and advocate for village governments and Native groups translators and transcribers for Elders' Conference materials translators for all public meetings in villages where Elders speak Inupiaq ethnographic researcher: impact of western systems adequate staff at ALSC for village residents and groups circuit riding t.a. for village IRAs and municipalities ‘ audit assistance and advocacy for village organizations funded with public money en (16) (17) (18) (19) technical assistance for village IRA economic development and profit-oriented activities (i.e., teacher housing) staff to provide culture shock orientation (anthropologist or mental health worker) school district staff to do Inupiaq orientation reassess projected staff needs in medical system b. Recruitment (1) (2) (3) cross-cultural experience advertise positions in relations to real issues in village life support system for those in high-pressure jobs c. Other (1) (2) (3) (4) (5) 10. TRAINING organize child advocacy group in region encourage problem employees to undergo counseling in order to keep their jobs make recreational/athletic opportunities available develop more jobs by renewable resource exploitation secure adequate funds to pay village employees enough to attract competent personnel a. Staff training (1) (2) (3) (4) counseling and social services (a) locally-oriented counseling techniques (b) teen center personnel for all villages (c) peer counsellor and crisis intervention training medical system personnel (a) health aides: emotional support for crime victims (b) emt and first aid: continue and expand (c) apprentice program with tribal doctors (da) preservice and in-service for all new medical personnel law enforcement (a) noncoercive interviewing techniques, crime victims (b) law enforcement and investigation, tailored to each job description (c) traditional handling of violators (d) obtain needed funds (e) career ladders (£) VPSOs: coordinate safety inspections and training teachers and aides (a) Here's Looking at You (b) improve Inupiaq instruction in-servicing; train new Inupiaq instructors, transcribers and translators (c) more certified teachers who are, speak, Inupiaq (d) teacher orientation (see acculturation section) (e) team building for village teaching staff (£) college credit Inupiaq culture course for teachers (g) teacher aide career ladder (h) orientation to labor market forecasts, economic develop- ment trends, career options for students in nontraditional fields 107 11. 108 (5) other occupations and professions (a) conversational Inupiag for all agency personnel (b) translator training l (c) management and administrative training for village personnel (d) agriculture, small business, renewable resource exploita- tion jobs (e) agency reps: village consensus techniques b. General education and training (1) acute and chronic alcohol abuse and alcoholism treatment for all needing it (2) diagnosis and treatment of abusers of other chemicals (3) family and community interaction to promote regional norms (4) village councils, to be supportive of administrators and other employees (5) audit assistance, etc., for village groups (6) vocational counseling for all adults in workforce (7) prepare regional and village workforce profiles (8) adult literacy training (9) develop support for local people becoming professionals in local communities (10) fire protection training (11) trade and investment, economic anthropology, sociology of change c. Interagency self-evaluation workshop to develop techniques to evaluate delivery of services to public VILLAGE TRAVEL AND OUTREACH a. Generally (1) strengthen for all programs (2) leadership should be more accessible b. Existing programs (1) domestic violence programs (2) dealing with alcoholism, substance abuse in families (workshop) (3) technical assistance for village personnel (4) counseling, crisis intervention workshops (5) cross-cultural workshops (6) law enforcement training (7) X-CED: expand to new professional fields c. New programs (1) Municipal League (2) teen centers (3) post-secondary programs (4) teacher orientations (5) social and recreational opportunities (6) advocacy for local groups (7) write village histories QW 12. d. Village level initiatives (1) xeduce intraregional rivalries, promote regional identity (2) village meeting calendars (3) meeting procedures (4) village Elders' conferences POLICY /PHILOSOPHY a. Restructure community economic, social affairs to promote positive relationships and self-image, pride b. Promote helping, sharing and open communication between people of all situations and systems ce Promote economic development and programs that will reduce economic disparities which foster conflict d. Kotzebue and the villages should recognize, understand and tolerate differences in goals, values and priorities e. Encourage employment integrated with subsistence by tailoring £. Define and present an image of a composite culture g. Leadership should emphasize accessibility to village residents h. Elders should lead in policy-making; they should be supported i. Economic development should take subsistence needs into account 4. Emphasize economic development that promotes import substitution, appropriate technology, village level jobs k. Standards for post-secondary education should meet national levels 1. Promote Inupiaq Language Association goals m. Develop a regional perspective on substance abuse n. Integrate high pressure jobs into local conceptual system °. Deal with evidence of racism or ethnic stereotyping by employers p. Solicit Elders' views of traditional childrearing, family patterns qe Agency personnel should have personal relationship with villagers r. Encourage competent teachers to stay in region; become positive role models Ss. Language programs should emphasize there is no one correct Inupiaq dialect t. Promote more nutritious menus in public institutions u. Positive recognition of role of village English as common tongue ve Content of TV viewing should reduce junk food ads, violence and crime shows, etc. 109 Coordination of Social Plans Figure 5-1 shows the technical information flows used for coordinating plans in health, education and social service areas. The issues discussed in this chapter are more fully detailed in the respective plans displayed in the third column to the right. The organizations responsible for those plans need to work together to integrate the concepts into programs in future updates of their plans. The community well-being model referred to in the Performance Tracking column was prepared on contract to the BLM/Outer Continental Shelf Office. It is based on field surveys in some NANA Region villages. (For further informa- tion contact either of those two organizations.) We need additional follow-up to that work to track community well-being. 110 CY SYSTEMS Economic System (Economic Development Task Force) Natural Resources System (Lands Task Force) Facilities System (Facilities Task Force) Figure 5-1 SOCIAL SERVICE SYSTEM INFORMATION FLOW INVENTORIES Business Survey Employment Survey Skills Survey Resource Supply Maps of - Suitable Land - Timber & Gravel - Wildlife & Fish Facility Inventories Construction Status Charts Community Profiles FORECASTS PLANS PERFORMANCE TRACKING CHARTS & MODELS Economic Model of - Job Forecasts - Training Targets - Population Growth Resource Demand Forecasts Needs Assessments for - Housing & Utilities - Schools & Roads - Energy Projects Social Service System (HESS Task Force) Program Inventory Service Needs Forecasts Statistical Indicators —> Overall Management System (Steering Committee) b BR b Overall Econ. Dev. Plan NANA Corp. Dev. Plans State & Fed. Dev. Plans Local OEDPs Coastal Mgmt. Plan NANA Land Use Plan Fed. & State Mgmt. Plans Overall Regional Land Plans Community Land Use Plans Housing Assistance Plans Utility Priority Lists School District CIP Transportation Plans Community Priority Lists School District Plans Tribal Health Plan HESS Task Force Plan Inupiat Spirit Program Compilation of Inventories Consolidation of Forecasts Consolidation of Plans into the Regional Strategy Plan Regional Econ. Model (Macro) Family Econ. Model (Micro) - Cost of Living Index Economic Project Tracking Charts Computerized land & water maps, impact analysis and permit coordination Computerized Tracking Charts on Facility Construction Community Wellbeing Model Social Program Tracking Chart Overall Model for Management by Objectives APPENDIX 113 The Goals of the Northwest Arctic School District Northwest Arctic Region is in a process of rapid economic, political and social change. The main concerns for schools in this region are: 1. 2. 3. The 1. 2. Educating children for the many and changing lifestyles they will lead, whether in the village or in the city; Developing leadership in every aspect of community life; and Promoting better cross-cultural understanding and Inuguliq kamaksriigaiikun.* Northwest Arctic School District will strive toward the following goals for students: Students will become proficient in the basic skills required for educational and societal success. Students will acquire introductory skills and experience in one or more adult life roles. Students will develop respect for their cultural heritage and an understanding of themselves as individuals. Northwest Arctic School District has the following goals for schools: Schools will involve the community in educational planning, instruction and evaluation. Schools will encourage community residents to become professional educators. Schools will encourage teachers to enhance their professional qualifications and instructional expertise. Schools will encourage students to take pride in the quality of their work and their personal accomplishments. *"Growing up with respect." 114 Fy, < Summary - The People The following material was developed on contract to Maniilaq and the NANA Coastal Resource Service Area Board by the Social Research Institute on contract to Darbyshire and Associates. This summary highlights the major coastal management plan findings in Chapter VI, The People.* SECTION ONE PLANNING IMPLICATIONS ° Regional mobility is both an asset and a potential problem. All regional development programs that introduce economic opportunities outside the present villages should take into account possible migrations of villagers, as well as demands on services and facilities. Large-scale opportunities outside current village boundaries may divide villages and lead to the development of new communities. Since village aggregation is a very recent development, people are only now beginning to adapt in a significant manner; factors that encourage new migrations and village development will draw out this period of adaptation and the problems that go along with it. All development plans should take into account possible migrations, as well as demands on services and facilities that follow. ° Regional development that introduces new economic opportunities may also bring in NANA people who are currently outside the region. Population growth due to economic oppor- tunities cannot be computed on the basis of assumptions that work in urban or non- Native settings. Anticipated population growth formulas should not be conservative, but instead should "favor" high population estimates. ° Planning and projection techniques should not assume that the social and community impacts of marine-related events or developments will be localized. Analysis of family structures, mobility and transience, and community history shows that the effects of "local" conditions tend to be felt through the region. ° People in the region are extremely adaptable and have high response capacity, ) especially at the family level. Impact projections that relate to community disruption or change due to coastal development should take this into account. SECTION TWO PLANNING IMPLICATIONS ° Since subsistence includes both traditional harvest patterns and wage or cash incomes, effects in one or the other sphere have influences throughout the system. There are, therefore, no boundaries of influences or authority that can be drawn easily in the case of subsistence. Coastal planning should take this fact into account. Wide- ranging economic decisions of nearly any sort will involve coastal management issues. ° Subsistence is both successful and desired by local people. It has high intrinsic value, and thus impacts on subsistence are not restricted to economics. Forecasting, planning and development related to coastal issues must measure subsistence in social and cultural terms, as well as economics. ° Subsistence is successful chiefly on account of the diversity of practices that it involves. Any impacts or regulations that reduce the number of available subsistence- related options will reduce the effectiveness of the system. Since diversity is the key, diversity must be maintained if the system is to survive. ° Threats to subsistence or events that reduce the subsistence harvest lead to community stress. Social problems are one by-product of obstructions to subsistence. Coastal planning should recognize this fact. ° In order to assess impacts or anticipated effects of policy decisions, environmental factors or programs, the assessment procedures should recognize that: (1) all villages will eventually be affected in some way; (2) one formula for assessment will not work. Valid measurement of the scope of changes or impacts can only be achieved by using multiple variables and te indicators. *Note: Some words have been changed from the original text to improve ease of reading for villagers. The intent or meaning by the author has not been changed. 115 SECTION THREE PLANNING IMPLICATIONS ° Coastal policies and programs (such as increased subsistence harvesting or economic opportunities outside the villages) that draw people out of urban settings are apt to increase the already high accident risk. Health and safety are issues tightly con- nected to the regional environment and its use, and so planning for environmental use should anticipate and cushion these problems. Increasing levels of social problems (alcoholism, suicide, homicide and so on) will coincide with economic development. Community stress and development go hand in hand, even when the development is positive. Development policies and plans should recognize this and coordinate with relevant social institutions responsible for services in this area. Planners should also recognize that stress is a natural by-product of change and often disappears as the change is accommodated. Assessment strategies and impact mea- sures should be sensitive to this fact and look beyond the immediate short-term effects of change that often appear negative. Because coastal development or marine-related programs will generate jobs and new economic opportunities, close coordination between coastal planning and educational in- stitutions in the region should be developed. Anticipated training and recruitment needs should be communicated to these institutions in a systematic manner so that local training and hiring is not only possible but realistic. Public education in this area is also important, since research has shown that local understanding of job skill and background needs in many development areas is weak. Coastal programs that bring money into the region should aim at distributing wages or grants evenly throughout the year; if this is not feasible, at least efforts should be made to steer funding into the winter and spring periods. Erratic cycles of funding have made personal economic planning very uncertain, and the attempt should be made to stabilize this uncertain situation for the sake of the people. The rapid institutionalization in the region, and the dependencies and sense of power- lessness that coincide with it, should be discouraged whenever possible. Although it is impossible to halt this trend, the social costs can be cushioned by consolidating programs, using existing boards or committees for more than one purpose, or developing new programs that make older ones work better rather than creating different ones. To the extent that coastal programs will acknowledge and promote Inupiaq culture, and apart from economic and resource-related issues, these programs must be sensitive to Inupiaq values. This means being responsive to the Eskimo style of behaving. Coastal programs will be able to do this largely in two areas: public contact, and supervision and training of personnel. In terms of public contact, planners should recognize that community meetings and brief village visits are seldom really effective. Extended visits to villages are expensive and time-consuming, but are nonetheless cost-effective if the intent is really to inform the public or gather community input. Planners should also recognize that village opinion leaders are not only the recognized boards and officials, but also the Elders, the church leaders, firefighting crew bosses and others. In training and supervision, a participatory management style holds more long- term promise with Inupiaq employees than does the traditional Western system. SECTION FOUR PLANNING IMPLICATIONS 116 ° The many dependencies on Western practices, personnel and institutions that have developed over the years represent perhaps the strongest trend of culture change in the area, and one that will not disappear. It cannot be stopped, but it can be selectively guided. It is a trend that most Inupiat encourage themselves, although it is largely unconscious; thus there will be little public support for altering this trend. If pres- ervation of Inupiaq culture is to be a part of the coastal planning agenda, then the program consolidation and other institutionalization recommendations noted in Section Three Planning Implications should be actively pursued. For coastal planning, the most crucial issues in this area are local control and the protection of subsistence. The direct economic costs as well as the collateral social costs of developments and programs must be clearly and exhaustively communicated to the people; in this way they can make informed choices and retain a measure of local con- trol while preserving a sense of identity, integrity and control of their own destiny. Subsistence and the diversity of options it demands is also a key issue. The preven- tion of obstacles to subsistence should be a critical element of coastal planning. Coastal developments that generate jobs should adopt rotational shift patterns if they involve work away from the villages. Economic development will bring social problems and stress, but if the development is integrated with Inupiaq values and needs, the people should be able to adjust rapidly. Rotational shift patterns seem to be a key factor in successful job adaptation. Case studies from other parts of the world that look at similar cultures and similar environments frequently provide remarkably accurate pictures of what is likely to hap- pen in the region or what solutions might be practical here. Planners should be pre- pared to investigate these sorts of cases when they face planning problems, even though the people or places they concern are far away. Little enough is known about our own case to ignore the lessons other people have learned. Judging by the evidence from other subsistence-oriented cultures, changes that introduce more cash or economic opportunities may increase the level of subsistence or may decrease it. On the other hand, changes that encourage subsistence may increase cash needs or decrease them. The connection between cash and traditional harvesting practices is complex, and it is impossible to assemble simple assumptions about it. It is commonly thought that in 50 or 100 years, if jobs and money are much more available in the region, people might stop hunting and fishing. There is absolutely no evidence for this. Plans affecting marine subsistence should not simplify the nature of cash and subsistence connections. Impacts related to coastal development are likely to be most harmful to the young adult male group and least harmful to the young adult female group, especially with regard to social problems and mental health. Because these effects are predictable, coastal planning should coordinate with the appropriate institutions when harmful impacts are anticipated so that remedial services can be targeted. 117 Chapter VI Community Development Strategy Table of Contents Background on Problems Local Management Capacity Strategy Community Development Strategy Implementation Through Coordinated Grant Review Appendix Strategy for Airport Facility Planning in the NANA Region 121 Chapter VI Community Development Strategy Background on Problems Governmental development efforts have led to many construction projects and rapid community change in Northwest Alaska. These projects have been de- signed and built by outside organizations without full consideration given to their impacts on local communities. Other than stating their original project needs, residents have had little involvement in the design and planning pro- cess. Residents are finding that they have incurred high operation and main- tenance costs associated with these capital improvements. The rapid growth of these communities has required the extension of utility lines and other basic services. Complicated equipment demands that costly maintenance personnel be flown in from outside to make necessary repairs. Residents are finding that not only are they unable to pay the costs for operating and maintaining their new facilities, they are unable to meet their own household expenses. The high cost of home heating has led to many home- owners paying up to one-third of their income for heating, leaving little money to pay other utility bills and other household costs. Unrestricted growth will place additional financial burdens on communi- ties. While they are trying to pay the increasing costs of facility operation and maintenance, they will be responsible for extending basic services (sewer, electricity, access roads) to new construction projects such as housing devel- opments and community buildings. Local governments are continually asked to take more responsibility for operating and maintaining facilities, but they already operate at marginal levels, many near bankruptcy. Low incomes of village residents have led to low revenues for city governments and other agencies charged with operating these facilities. Recent efforts by the legislature to combine revenue sharing and munici- pal aid was only a one-time event. Many communities therefore chose to put the money into capital projects. Some communities are in the design stage now and are trying to reduce energy, operation and maintenance costs during the design and planning stages. . Local Management Capacity Strategy If state and federal governments expect village councils to operate efficiently, staff training and salary increases will be necessary. Local management capability and personnel will need to be increased to deal effec- tively with the planning efforts for projects already starting in some vil- lages. (Figures 6-1 and 6-2 show actions and a process for improving local government management capacity.) 122 Ww Figure 6-1 LOCAL MANAGEMENT CAPACITY STRATEGY PROBLEM STRATEGY OBJECTIVES AGENCY PROGRAM CONTACT DATE City staff do not get adequate Short~range strategy: Establish Provide training to all villages Maniilaq Manpower Bill Zachares |Current training. municipal training assistance func-| in the NANA region, with contact getting - This leads to difficulty with tion at regional level. at least once per month started forms and regulations, service de- livery, financial management of Mid-range strategy: Expand state 1982 utilities, management crises and efforts. Local Government Pat Poland sometimes legal problems. Assistance Division - State and federal agencies, as Long-range strategy: All agencies Give more technical assistance; ASAP well as local residents, are try training; community college UofA circuit riders All agencies All directors 1982 affected. courses UofA colleges & Jay Barton & extension service legislature City staff do not have adequate tools. - Lack of basic office equipment Assist in acquisition of copy Make sure that all villages have Maniilaq Manpower Bill Zachares [1981 requires excessive time and machines, equipment, good offices copiers by the end of 1981 CRA/LGAD* energy, and results in inadequate and supplies legislature records. city & IRA councils Forms and procedures not Short-term strategy: Help purchase| To provide all villages in the Manpower & CRA Bill Zachares End of standardized. uniform books in bulk and train how| NANA region with uniform system 1981 - Technical assistance efforts can- not be set by mail in a standard- ized format for economies of scale. - Personal visits require reori- entation of agency staff at each town. - Workshop information is not understood as thoroughly. to use new systems Mid-range strategy: Provide workshops Long-range strategy: Prepare easy manuals and standardized system. *Local Government Assistance Division €eT by 1981 Materials development CRA/LGAD and legislature Palmer McCarter|1983 v2T Near-term Strategy . Expanded assistance from state and Maniilag to provide: Basic Educational training in administratio: Expanded Technical Training from the state Adequate funding for best people to stay in the job to provide incentive Figure 6-2 PROCESS FOR IMPROVING LOCAL MANAGEMENT CAPACITY Mid-term Strategy Competent Local Government Staff Adequate financial resources for con- ducting programs and projects properly Advanced state training in con- tract management and growth man- agement techniques Long-term Strategy Expanded local admin- ministration of contracts and planning = Expanded local hire and local control .of programs Input Required Product wy A staff planner position should be funded in all villages to coordinate the various capital improvement projects. The planner would also coordinate all agency meetings that take place in a community and serve as a staff member to the local strategy coordinating committee (a proposed body made up of the village's regional board members and the head of each council or board in the community) . The planner in each community could 1) shift some of the workload off the city administrator, 2) be the main contact for visiting agency representatives and 3) encourage councils to develop plans consistent with policies estab- lished by the various boards in the community. Sample policies include energy efficiency in the design of public buildings, simplicity in the design of proj- ects so maintenance can be provided locally, and local employment as a primary criterion in contracting for local, state and federal capital improvement projects. Local strategy plans are a tool for achieving local and regional self- determination. Local strategy plans provide a clear, organized means for stating community priorities, summarizing local needs and recording the re- sults of public meetings. They also serve as a checklist so communities can monitor the progress of their projects. The progress made can then be dis- _played to all the councils concerned, as evidence of successful management. The resulting satisfaction should lead to increased confidence and greater local initiative in the future. Local confidence and initiative will be one more step toward self-determination and may increase pride, reduce frustration and decrease social problems. The efforts involved in helping ten communities (20 councils, 10 school boards and 10 local spirit committees, for a total of 50 local organizations) is expected to produce worthwhile dividends. In order to implement these plans after providing initial technical assistance, we are recommending that local strategy steering committees, made up of chairmen or appointees of each organization, be established. This should foster improved communication between organizations and pool resources for addressing the priorities of the community as outlined in the local stra- tegy plan. Members of the regional boards can also report to the local strategy steering committees at such meetings, improving communication between regional and local boards. These types of actions are examples of organizational development, leading to enhanced local management capability and empowerment of local people. Giving people the technical assistance and tools to help themselves solve their own problems is a key to successful self-determination and local control, the original goals of the NANA Regional Strategy. Recommendattons 1. Land use plans should be prepared for every village. (See below for details.) 2. The local strategy plan should be updated annually and used as a reference for priority setting by local organizations, agencies and the legislature. 125 3. Local strategy plans should be prepared and updated through a joint effort by all councils and boards in the village. The draft strategy plans prepared by the city and IRA councils should now be expanded to include new facility and land needs identified by the advisory school boards and other local boards. 4. Local boards and regional board members should meet as a local strategy coordinating committee. 5. Ideally, a community development work group should be established within the region to travel to villages to help councils prepare community land use plans and update local overall strategy plans. Members should rep- resent the Housing Authority, NANA, Maniilaq, the School District and DOT/PF. Agencies not represented at meetings should receive copies of the results of joint meetings and address those issues as soon as possible. 6. Before calculating land needs, a three to five year assessment of housing needs and a plan for housing assistance should be funded. Almost all other community services and facilities follow housing growth. The housing assistance plan would greatly influence the amount of land set aside for growth. Prior to this year, projections of population were not available, but have now been produced in our economic model. Related calculations for water, energy and other community resources have also been projected. 7. The new forecasts of future facility and service demand should be used in needs assessments and capital improvements plans. The economic model is a "demand model," forecasting demand for facilities and services on the basis of population growth. Meeting the demand with adequate supply is up to the respective organizations. They usually have to update their capital im- provement plans each year for financing. Figure 6-3 shows how the inventory and forecasts should flow into plans for each type of community facility. Maniilaq Planning Division should col- lect the plans and centralize them in the regional resource library estab- lished under this project. Maniilaq should take responsibility for forwarding updates of forecasts to the respective agencies so future plans of service can be accurately updated. Community Development Strategy Responsibility for performing the following tasks has not yet been assigned. When responsibilities have been delegated, technical coordinators should develop tracking charts to follow progress. Policies Develop communities so that the standard of living is raised. Minimize operation and maintenance costs of capital improvement projects. Maintain the small-town character of the villages. 126 oy, en ( 1 7 ] ‘ J Figure 6-3 FACILITIES SYSTEM INFORMATION FLOW PERFORMANCE TRACKING SYSTEMS INVENTORIES FORECASTS PLANS CHARTS & MODELS Economic Business Survey Economic Model of Overall Econ. Dev. Plan Regional Econ. Model (Macro) System Employment Survey - Job Forecasts NANA Corp. Dev. Plans Family Econ. Model (Micro) (Economic Skills Survey - Training Targets State & Fed. Dev. Plans - Cost of Living Index Development - Population Growth Local OEDPs Economic Project Tracking Task Force) Charts Natural Resource Supply Resource Demand Coastal Mgmt. Plan Computerized land & water Resources Maps of Forecasts NANA Land Use Plan maps, impact analysis and System - Suitable Land Fed. & State Mgmt. Plans permit coordination (Lands Task - Timber & Gravel Overall Regional Land Plans Force) - Wildlife & Fish Community Land Use Plans Facilities Facility Inventories Needs Assessments for Housing Assi'stance Plans Computerized Tracking Charts System Construction Status - Housing & Utilities Utility Priority Lists on Facility Construction (Facilities Charts ==—-—- Schools & Roads amp School District CIP —> Task Force) Community Profiles - Energy Projects Transportation Plans Community Priority Lists Social Service Program Inventory Service Needs Forecasts School District Plans Community Wellbeing Model System Statistical Indicators Tribal Health Plan Social Program Tracking Charts (HESS Task HESS Task Force Plan Force) Inupiat Spirit Program Overall Compilation of Consolidation of Consolidation of Plans Overall Model for Management Management Inventories Forecasts into the Regional by Objectives System Strategy Plan (Steering Committee) LeT Tasks 128 Foster appropriate economic development by encouraging the development of basic health and sanitation services, and providing adequate infrastruc- ture for local economic enterprises. Make sure development is consistent with the subsistence-based lifestyle. Provide adequate recreational opportunities as an outlet for energies and tensions built up under arctic conditions. Recognize the severe financial constraints of families in villages to pay the rising costs of utilities. Recognize that subsistence activities are a part of most village house- holds. Provide enough space in subdivisions for dogs, snowmachines, boats and other subsistence-related equipment. Provide people an opportunity to design and build their own environment. Replace older housing that was poorly designed and constructed. Make sure that housing developments contain adequate utilities. Coordi- nate installation of these utilities to reduce construction problems and installation costs. Provide a variety of housing. Make existing and future housing energy-efficient. Reduce the cost of housing and upkeep expenses. Provide safe and sanitary housing for all the residents of the region, regardless of income level. Prepare land use and facility plans to supplement the local strategy plans. Prepare a developers guide for the design and construction of capital facilities in villages. Have all agencies conduct life-cycle cost analysis or establish criteria that recognize long-term costs. Have the Governor's Office coordinate implementation of the Facilities Task Force recommendations. (See Figure 6-4.) Establish an information management system for displaying the capital facility plans and budgets of the various agencies involved in projects. Establish a budget review system in the Governor's Office so that budgets from various agencies are coordinated and consistent with regional stra- tegy plans prepared. Set up a similar system in the Office of Management 4 wW X Figure 6-4 HOUSING AND ENERGY STRATEGY PROBLEM STRATEGY OBJECTIVES AGENCY PROGRAM CONTACT DATE Houses are not suitable for Short-range strategy: Retrofit | Reduce energy loss in all the RurAL CAP weatherization Bob Lohr Arctic climate existing homes homes in the NANA Region to no - Too cold - Reduce heat loss more than one barrel of oil - Costly to heat - Reduce monthly bills per month - Energy costs are high in - Reduce financial crunch villages - Reduce anxiety of costs - Utility bills become most of - Release capital budget of low-income households Mid-range strategy: Substitute] Convert all city buildings to Maniilaq Jeff Smith local wood for imported fuel wood stoves by 1981; convert RurAL CAP Bob Lohr 62T oil Long-range strategy: Design and build more energy-efficient homes - Use energy-efficient materials - Increase insulation - Reduce size to heat - Energy credits - Institutionalize through housing agencies - Encourage use of local materials and local labor - Support with state housing program through a strong cen- tralized housing office homes by 1983 with woodstove loans Improve designs through - field testing - contracting research - new R&D section - new field positions - change standards - adopt regulations - enforce in field - raise cost ceilings to accommodate better designs - provide financing ~- mobilize bush caucus to push through a rural housing program by the state, using oil revenues to finance good houses and utilities - develop inventories and assessments of housing conditions - develop housing assistance plans - coordinate implementation Div. Energy & Power Development (DEPD) HUD Alaska Energy Center HUD/Wn. D.C. HUD/IRAS/H.A. DEPD Cities HUD ASHA/AHFC Legislature Housing Authority Maniilaq IRAs Clarissa Quinlan John Duffy New director Dave Garrison Asst. Sec. Directors NANA Delegation Tom Sheldon New energy Spc. Same IRAs and Budget or the Federal Regional Council in Alaska. If necessary, es- tablish a joint State/Federal Community Development Council to coordinate budgets and capital improvement plans. Use the Facilities and Lands Task Forces of the NANA Regional Strategy for gathering recommendations from villages. 130 Hold joint task force meetings (Lands and Facilities) in the villages. Use these meetings to present community councils with proposed plans for the village and tie those proposed plans into local strategy plans pre- pared by the villages themselves. Use the meetings for reconciling any differences. With improvements in the long-term budgeting process and interagency coordination, the disparities among agency priorities and schedules and the local strategies should be reduced. Have a circuit-riding planner based in Kotzebue or a subregional office. This planner would make sure that grant requests are coordinated and con- sistent with the local strategy plans and the land use and facilities plans. Adjust grant criteria so equal weight in the grant review process is given to community projects that promote small-scale subsistence-based development (Selawik fish processing racks, community freezers, etc.). Streamline the process for granting land title and conveyance of sites so that community development projects are not stalled. Complete housing assistance plans for all villages in the NANA Region: a. conduct an inventory of housing in each village b. develop criteria and standards for determining substandard and standard housing for arctic conditions ce. contract with an architect to identify affordable energy efficient building materials and to develop energy efficiency standards for the NANA Region Conduct a regional survey of residents to determine housing issues. Give results of the survey to the Housing Authority board and HUD. Develop a mechanism for assisting potential homeowners in designing and building their own homes. Develop a set of siting and subdivision guidelines that do not change the basic character of villages. Allow people to have houses built on the lots they own, instead of being forced by economic factors to move into centralized subdivisions. Expand responsibilities of the Housing Authority or the School District in installation and scheduling of utilities in the NANA Region so con- struction can be coordinated centrally. a. A precedent already exists in the contract for water and sewer installation by the Housing Authority on behalf of PHS. b. The detailed accounting necessary can be handled by existing staff at the Housing Authority, but additional staff might be > required for land status clearance, scheduling with other agen- cies and preparing subcontracts. Establish a fund for revegetating sites destroyed by heavy equipment. The people of Ambler have expressed in their local strategy plan that community development agencies and their contractors have destroyed the forest in their community and they want it restored. The state and federal governments should change budgeting from the year- to-year programming cycle to a three-to-five-year cycle. This would al- low other agencies time to synchronize schedules, seek additional funds to match the scale of housing construction expected, and to develop sta- tistical data that parallels proposed housing assistance plans. Develop a set of capital facility plans for each utility in every village so that there is a centralized tabular display of plans. These could eventually be put on computer, both for a word processor display for in- teragency viewing and for critical path analysis for scheduling and bud- geting. Establish additional local firms that can competitively bid for contracts to increase the number of firms benefiting from capital construction within the region. Continue using Native preference contracts. Facility Development Polictes Operating costs of both private homes and public facilities should be minimized. (See Figure 6-5.) Energy independence of each community should be maximized. Maintenance personnel should be hired before or during construction to ensure thorough knowledge of facility operation. Approaches to cost sharing between agencies and communities should be explored. Legislators should be exploring legislative mandates to expand responsibilities of the federal and state governments in sharing the burden of public facilities maintenance. Facility Task Force Report Figure 6-5 contains the formal report of the Facilities Task Force, including contact people to help implement the strategies and actions. Implementation Through Coordinated Grant Review Implementation of the policies recommended by the Facilities Task Force can take place at both the agency and community level. Agencies are providing incentives to communities to follow their own local plans. An example is HUD's offer to provide extra discretionary points in grant reviews for pro- 131 ZET Figure 6-5 FACILITIES TASK FORCE MANAGEMENT PLAN PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE 1. High operation and maintenance costs of community facilities and housing l.a. Establish energy-efficiency as a primary design criteria lb. Review alternative fuel sources and retrofitting possibilities to determine which is more cost- effective to the building user; higher constructions costs for energy efficiency are justifiable if they mitigate cost-squeeze in impoverished village residents 1c. Consolidate facilities to reduce unit overhead costs Revise or establish criteria. Design and adopt new standards suitable to this region Use leverage of regional strategy to request legislative mandates and definitions Continuously updated energy- efficiency design criteria should be separately defined from other regulatory criteria Coordinate design criteria by agencies in order to share exper- tise and to avoid conflicting and/or overlapping requirements Hire an energy planner to serve as a Maniilag staff member Establish retrofit task force to guide and assist home and small building owners in retrofitting techniques, calculation of finan- cial feasibility, financing, tax advantages, etc. Community inventory of alternatives Regional clearinghouse review of all agency building plans (regional requirement) Community development plans should list this as one of their top priorities Each community should review opera- tions to determine duplications DOTPF; School District; Division of Energy and Power Development HUD; NANA Housing Authority Mauneluk staff; regional strategy steering committee Each funding, service or regulatory agency Each agency involved with any projects in the NANA region Maniilaq; Alaska Power Authority All agencies Each individual community Maniilag Regional Strategy staff; regional strategy steering commit- tee Community planners Community planners © STRATEGY | ~ U ¢ x Figure 6-5 FACILITIES TASK FORCE MANAGEMENT PLAN (Continued) PROBLEM ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE eet 1d. Use local materials le. Adjust cost projections with realistic inflations factors 1f. Encourage life-cycle cost analysis on a building-specific basis Implement pilot test project to use selected local materials; maintain accurate diary and record of the project Research the historic economic success or failure of similar pro- duction of local materials for con- sumption by local markets Based on results of above: Granting agencies acknowledge the validity of local materials and make adequate allowances in the budget process Agencies give "bonus points" for use of local materials Mandate legislatively exactly what type of local materials are to be used Require funding agencies to leave room within budgets for cost-of- living allowances Develop realistic timelines for projects Require inflation factors in cost analysis in professional design contracts Follow up by evaluating accuracy of projections as time passes; adjust projections as any new information may be obtained Facilities should be explicitly “overbuilt" as a conscious transfer subsidy by agencies to reduce costs to villages Legislative mandates Begin the planning process with “can we afford" rather than "we want” Maniilag Planning and Regional Affairs Divisions Maniilaq staff initiated feasibility study All agencies All agencies Legislature Regional strategy steering committee; all agencies Agency engineering staff All agencies Maniilag energy planner; agency engineering staff All agencies Community development planners All agencies vET Figure 6-5 FACILITIES TASK FORCE MANAGEMENT PLAN (Continued) PROBLEM STRATEGY ACTIONS NEEDED | AGENCY PROGRAM/CONTACT DATE 1g. Clarify agency and municipal responsibility of operation and maintenance costs lh. Publicize constraints of local municipalities taking over facili- ties (e.g., lack of ability to gen- erate operational revenues from low-income populations) li. Seek alternative local revenue sources to provide incentives to local operators Include as a required basic analysis in professional design contracts Follow up by evaluating accuracy of projections as time passes Start planning process with O&M costs rather than the desire for a new program State revenue sharing may help to bear O&M costs Establish action team to acquaint responsible entity with nature and extent of responsibility and advise as to course of action Examine contracts to determine agency, municipality or property owners' responsibility for O&M costs Follow up annually or as otherwise indicated by performance of responsible entity Regional education Ask agencies to conduct feasibility studies which include alternatives and the O&M costs for each alterna- tive Obtain from each agency an estimate of long-range projected operational expense for any facility which they provide Revenue sharing should have costs for city administration build in Governor's increase in revenue sharing to villages should leave room for higher wages to be avail- able for local operators Contact Governor's Office for advice and assistance oO Maniilaq energy planner Community development planners Community development planners State legislature Regional planning staff All agencies; Maniilaq staff Community development planners; Maniilaq planning staff; all agencies Regional strategy planning staff All agencies; Maniilaq planning staff All agencies State government Governor's office Regional planning staff ~ : a ( WwW oe Figure 6-5 FACILITIES TASK FORCE MANAGEMENT PLAN (Continued) PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE 2. Proliferation of site restric- tions and permit requirements can delay projects past grant deadlines and raise the cost of projects above grant budgets. This some- times necessitates reapplication for funds or loss of projects. SET 1j. Establish training programs and workshops to improve local manage- ment capabilities 2a. Ease the burden of uncertainty by systematically gathering site- scale information needed for permit review 2b. Identify preferred development sites in every community and sys- tematically get permit clearance for each Contact agencies, labor unions and community college for guidance, participation and assistance RurAL CAP can help with energy workshops designed for village leaders and/or administrators Request from regional strategy effort to each agency for funding and personnel Acknowledgement by agencies that more. training programs are needed and that they must share the burden of financing such programs Pre-inventory of village sites Coordinate review periods and procedures between agencies Seek legislative assistance to re- duce/minimize proliferation of re- strictions/requirements; prepare a chart showing requirements which must be addressed with a checklist of actions accomplished Regional strategy support to legis- lature and Governor's Office for development of a general permitting process Coordinating mechanism within Maniilaq (regional clearinghouse) For each community, prepare an in- ventory of all available undevel- oped land; prepare index showing parcels best suited for housing municipal facilities, industrial, etc. Evaluate each parcel of land for highest and best use; determine any apparent hazards on development problems; conduct archaeological surveys where indicated Regional strategy planning staff Maniilaq planning staff contact rurAL CAP Maniilaq planning staff All agencies Maniilag and village staff All agencies Regional strategy planning staff legislative representatives; regional strategy steering com- mittee Region strategy planning steering committee Regional strategy planning staff Regional strategy planning staff; community development planners; NANA Lands Division (for technical assistance) Community development planners; regional strategy planning staff; NANA Lands Division; State His- toric Preservation Office; UofA; consultants 9eT Figure 6-5 FACILITIES TASK FORCE MANAGEMENT PLAN (Continued) PROBLEM | STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE 3. Some granting agencies lack staff for early engineering review, limiting their ability to ensure appropriate designs 2c. Conduct comprehensive inven- tories on preferred sites 2d. Provide regional coordination services for permits on multi- agency projects 3a. Exchange engineering services between agencies with technical assistance agreements 3b. Conduct joint reviews with engineering agencies. Obtain such permits/clearances as may be available as far in advance of actual anticipated use as is practicably possible; this should include agreements by municipali- ties for donation of land where needed Regional clearinghouse (use A-95 as model) State agency support of clearing- house Use A-95 clearinghouse as model Get letters of support from state agencies and Governor's Office Develop a "wetlands agreement" under the coastal zone management program Each community prepare a list of resource persons, define their authority, and provide to all agencies Regional engineering staff should be developed/funded by more than one agency Request for staff members should be made by Maniilaq to the executive branch of government Support from agencies will follow request Through technical assistance agree- ments have DOT/PF provide prelim- inary review Community should coordinate with agencies on reviews a) Community development planners (city councils) Regional strategy planning staff All state agencies; regional strategy planning steering com- mittee Regional strategy planning staff All agencies CZM planner (Maniilaq); regional CZM board City councils DOT/PF Regional planning steering commit- tee All agencies Maniilaq Planning Division; DOT/PF Community development planners Ww G oO Figure 6-5 FACILITIES TASK FORCE MANAGEMENT PLAN (Continued) PROBLEM L STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE 4. Appropriate designs and local local materials are difficult to use because of national property standards regulations which often are not sensitive to arctic conditions. 5. Many agencies do not have the same funding cycles. LET 3c. On multi-agency community development projects, make one agency the lead for engineering matters 4a. Seek support for changing to performance standards so the agency objectives are met and community costs are kept low 4b. Seek special waivers for arctic region 5a. Amendment of administrative regulations to synchronize funding cycles with related agencies 5b. Seek coordination assistance by state, federal and rural develop- ment task forces Request funding for feasibility studies prior to submitting a pro- ject proposal (the study acts in support of the subsequent grant request) In funding proposal, request cost allowances which include engin- eering review Community should request principal funding agency to take the lead function and coordinate with other agencies Regional engineering staff member should be hired by Maniilaq, funded by several agencies Recommendations by leading agencies within the region Support from agencies regarding the use of local materials Recommendations by leading regional and state agencies to the legisla- ture Approach through encouragement of congressional actions to coordinate funding cycles Obtain information from each agency as to funding cycles and problems they may have in coordinating with other agencies; use this as basis for request Utilize regional clearinghouse for activities going on within the region Communities should contact Governor's Office advising of ac- tions under 5a and requesting in- formation as to how to best obtain state coordination Community development planners; regional planning staff Community development planners; regional planning staff City councils and community devel- opment planners Maniilag planning staff; all agencies for support NANA Housing Authority All agencies NANA Housing Authority; NANA Regional Corporation; Maniilaq Association; all agencies Regional strategy steering commit- tee; all agencies Regional strategy planning staff All agencies Community development planners (city councils) SET Figure 6-5 FACILITIES TASK FORCE MANAGEMENT PLAN (Continued) PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE 6. Supplies of local building materials are uncertain, pre- venting agencies and corporations from using local materials on projects. 5c. Have agencies assist in pro- viding technical assistance packets to the villages in a uniform format 6a. Accelerate inventory of resources Acceptance and input into regionally developed technical assistance packet Encourage agencies to develop and/or provide a “cookbook" pro- cedural guide for each agency pro- gram, sequentially listing each key action with a simple, brief state- ment of reason, type of action, method, form(s) used and by whom, with a box check control sheet in front of the guide; detailed in- structions would continue to be ob- tained from the agencies' regularly published program guidelines Encourage agencies to coordinate in publication of standardized mainte- nance instructional guides Take advantage of all available university extension services, etc. Encourage each community to develop a list of already established local resources, including ownership, availability, conditions of use, cost, permits, etc. Identify and inventory all local resources which could be used with- out extensive/expensive extraction or manufacturing processes (i.e., gravel source or local round poles which could be used in conjunction with treated material footings to construct inexpensive, sturdy building foundations, etc.) Request funding through grant pro- posal for each inventory desired Develop contracts with federal and state agencies to do studies (e.g., USFS and US Soil Conservation Service) O All agencies Regional strategy planning staff; all agencies Regional strategy planning staff all agencies Maniilaq Planning Division; community development planners Community development planners; Maniilaq regional strategy staff State; NANA Lands Division; com- munity development planners NANA; community development planners NANA; support from all agencies Ww | C; Figure 6-5 FACILITIES TASK FORCE MANAGEMENT PLAN (Continued) PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE 6b. Accelerate resource management Request funding from the state Regional strategy staff contact 6eT plans 6c. Settle land and resource ownership 6d. Settle pricing procedures 6e. Ensure stable supplies of gravel Update inventory as additional resources are identified and added or listed resources are depleted Push for release of regulations regarding use of federal and state lands Obtain legal evidence of ownership to assure against duplication of claims for payment on other complicating actions Obtain legal options for use at predetermined prices with renewal agreements Develop resource management plans Develop resource management plans (for each resource, determine quantity available and estimated rate of extraction; update as appropriate) Knowledge of pending projects should be distributed through regional clearinghouse Cost-effectiveness of local material as a result of high transportation costs should be documented and distributed to agencies and Governor's Office local legislators for their support Regional strategy staff, regional clearinghouse NANA; Lands Task Force; all agencies NANA Lands Division; community land planners; Dept. of Interior; all state and federal agencies NANA NANA; landowning agencies; permitting agencies Landowning agencies; permitting agencies All agencies Alaska Council on Science and Technology posals which seek to solve high priority problems listed in the local strategy. : The region provides additional support for the best community project proposals by endorsing those which are the most critical. The region also endorses those that are best thought through and provide the most effective way to eliminate major problems of communities. The criteria used for en- dorsements are shown in Figure 6-6. They have been formalized in an evalua- tion review chart (Figure 6-7). 140 £m TVT 10. 11. 12. U o) Figure 6-6 CRITERIA FOR SELECTING AND EVALUATING ALTERNATIVE COMMUNITY PROJECTS Does the proposed project meet the eligibility criteria set forth by the funding agency? Was the project selected after public discussion of alternatives and selected by the council in public? Were both councils involved? Does the project meet the priority needs of the community as established in the local strategy (#1 needs first)? Is it an energy conservation project (to minimize cost increases and take advantage of agency funding preferences) ? Does it duplicate existing or planned facilities? (How does it fit with similar projects, and are there opportunities for joint operation to minimize operation costs?) Has the community investigated alternative types of projects which could meet the same need more cheaply? Has a range of alternative technologies or management arrangements been reviewed for the same proposed project? Does the proposed alternative minimize long-term operating and maintenance costs (or does it create new bills for households, higher demand for oil, additional operators and tighter budgets?) Does the proposed project emphasize use of existing facilities through renovation, consolidation or additions, or does it create a need for more facilities to heat, operate, maintain and pay for (many projects can be consolidated with existing facilities to minimize costs)? Is it simple technology, so it can be built and repaired by local people (complex technology may later require costly specialized labor to be flown in, creating expense, extended “down time" and loss of local hire potential)? Does it provide for local employment in design, construction, operation, maintenance, repair and service? 142 Figure 6-7 PROJECT EVALUATION FOR THE NANA REGION (Regional Criteria for Evaluating Local Grant Proposals) EVALUATION CRITERIA 1. 10. 11. 12. Eligibility criteria met (agency) Public discussion/selection . Joint council review . Priority needs are being met (strategy implementation) . Energy conservation Duplication or fit with other projects . Alternative mechanisms reviewed . Alternative designs, materials, budgets, & technologies reviewed for the proposed project . Operations & maintenance costs are minimized by this alternative Minimizes need for new facilities (consolidates, renovates, adds-on to an existing facility) Simple technology for local repair Employment local at all stages SUM of RATINGS RANKING COMMENTS AMBLER BUCKLAND DEERING KIANA KIVALINA KOBUK KOTZEBUE NOATAK NOORVIK SELAWIK SHUNGNAI Z 1 Photos 11 & 12. Villages are changing into government subdivisions. High operating costs of housing & utilities occassionally threaten to bankrupt the accounts of individuals and cities. Agency designs, regulations, and procedures need to be changed. The Legislature and agencies should act upon local and regional strategies to resolve these problems. Matt Conover over Matt Conc APPENDIX 143 STRATEGY FOR AIRPORT FACILITY PLANNING IN THE NANA REGION The strategy for airport facilities planning in the NANA Region ties together goals, strategies and criteria and results in a project listing that is defensible. This appendix should be used as a prototype format for further work. Many of the recommendations have already been acted upon by the legislature and DOT/PF. Following are the rationale and draft priorities for the NANA Region aviation capital improvements for the period starting from 1980. The priorities are meant as a first draft set of recommendations. Further input from communities and aviation professionals is necessary. The basis for the draft recommendations is a series of public meetings and survey informa- tion prepared over a two-year period regarding transportation in general. Knowledge of the region and particular comments from local residents in various public meetings provided the basis for more specific information. The priorities were presented at a public meeting held by the Department of Transportation and Public Facilities. The meeting was coordinated by the Governor's Office and attended by many air transportation carriers and agencies. An earlier copy of this list was used by NANA Region legislators to formulate capital facilities budget line items for the 1981 capital and operating budget. Some of the items have therefore already been funded and some of the listed priorities are already in the process of being met. This is the first attempt to formalize a logically structured rationale for aviation priority setting for all villages. The purpose is to demonstrate the sequence of reasoning. Further refinement is expected as additional cost information, project specifics and user needs become apparent. Other types of facilities need a similar system for detailing priorities. Transportation goals for the NANA Region are stated in the 1979 Regional Strategy Report. Goals were developed based on village surveys and public meetings and summarized by the Alaska Public Forum, Maniilaq and NANA. The transportation goals are to: 1. Provide a reliable all-weather transportation system at reasonable cost. 2. Increase the safety and convenience of air transportation. 3. Increase local influence on transportation decisions. Priorities for system improvements have led directly from these goals: #1 PRIORITY: Safety improvements #2 PRIORITY: All-weather usability #3 PRIORITY: Capability to handle large bulk deliveries #4 PRIORITY: Improved access to the airport #5 PRIORITY: Improved access to local resources Public investment in construction projects should be in the same sequence as_ these priorities. The following actions have been recommended by the region in meetings with state legislators and state and federal agencies. PRIORITY #1: Safety A. IMPROVEMENTS 1. Lights 2. Smooth surfaces 3. Navigational aids 4, Warm-up shelters 144 Rationale: Most NANA village airstrips have only reflectors, not lights, despite the long periods of day-round darkness. Several strips have bumps that are of concern to local residents and pilots. Village navigation aids are minimal despite frequent rough weather. Warm-up shelters are necessary to protect passengers during cold and windy periods in the arctic. Shelter is a real problem where airstrips are a mile or more distant from communities. (Deering will be a mile away and Ambler's is two to three miles.) B. ALIGNMENT AND SITING No new strip should be oriented so that the flight line and potential crash line are directly aligned with areas scheduled for future community development. Rationale: Alignment of some airstrips is directly into communities or future developments. FAA clear zone regulations would not prevent a crash into houses at Noatak or on Deering's present strip. PRIORITY II: All-Weather Usability A. IMPROVEMENTS 1. Adequate snow clearing and maintenance vehicles. 2. Maintenance of vehicle storage buildings. Rationale: Some communities are inaccessible for days after heavy storms because tractors are too small or too few to clear the snows off runways (e.g. Ambler). This poses a potential safety hazard for evacuations or other hospital-related travel. Maintenance buildings could be consolidated with warm-up shelters to economize. B. ALIGNMENT AND SITING 1. Airstrips should be sited and aligned with prevailing winds and topography to avoid snowdrift accumulation. 2. Siting should avoid areas of heavy frequent crosswinds. Rationale: Early attention to siting might avoid the need and cost of heavy equipment overtime or cross- wind runway construction. PRIORITY Ill: Bulk Delivery Capability A. IMPROVEMENTS 1. The minimum length for all community runways should be 3,000 feet. Rationale: Three thousand feet is adequate for landing a Boxcar (C-82), which is needed for bulk delivery of building supplies and some heavy equipment for community development projects. In Noatak, barges cannot travel upriver some years due to low water. Ice strips are built in winter some years, but for summer or springtime delivery, helicopters have had to be used, as for the 80 tons of school materials in Noatak in 1980. Almost all villages have construction projects each year. We recognize that 5,000 foot strips for Hercs could out-compete smaller carriers with light planes, thereby reducing the frequency of service and convenience. Therefore, we have iden- tified the tradeoff and recommended a compromise runway length. PRIORITY IV: Airport Access A. IMPROVEMENTS Airport access roads should be constructed and maintained to allow all-weather travel. 145 Rationale: The distance to airports such as Ambler's (2-3 miles) requires a vehicle in most weather The road was washed out for several months in 1980. While topographic limitations may have dictated a distant location for the airport, this location is inconvenient and poses a poten- tial safety hazard for visitors and residents with no vehicles. A vehicle funded by the IRA Council to provide cab service solved the problem at Ambler, but other communities are having airports moved and transport to town should be planned into the project. PRIORITY V: Improved Access to Local Resources A. IMPROVEMENTS 1. Access should be made available to gravel sites to reduce costs of public projects. 2. Whenever possible, transportation projects should be combined to reduce costs. Rationale: Many communities lack the necessary equipment for building roads to local dumpsites, gravel pits, cemeteries, water reservoirs or public woodlots. DOT/PF should place high priority on developing access to these areas. Frequently, road construction projects can be slightly expanded with spur roads to high use sites with less cost than funding a second project. Examples might be building a road to a dump site at Noorvik while building a road to the gravel site. RECOMMENDED PROJECTS BASED ON PRIORITIES PRIORITY I: Safety A. Lights for all villages - nearly done B. Crosswind runway at Noorvik - done Cc. Resurface bumps in Shungnak - done I D. Resurface matting and ground in Kivalina - done E. Relocate Deering airstrip away from houses - done Fe Warm-up shelters in all villages - done (listed by priority according to distance from existing airstrip) 1. Ambler 6. Kivalina 2. Noorvik 7. Noatak 3. Shungnak 8. Buckland 4, Selawik 9. Kiana 5. Deering 10. Kobuk (Priorities will change when airports are relocated. At that time, Buckland, Deering and Noatak should become priority #2, #3 and #4.) PRIORITY I1 - All-Weather Usability A. Snowclearing equipment at Ambler - done B. Crosswind runway at Noorvik - done C, Resurface matting at Kivalina - done D. Electronic aids at all villages - nearly done E. Equipment maintenance buildings in all villages - nearly done (Priority for maintenance buildings should be the same as for warm-up shelters. They should be built as part of the same building and at the same time.) PRIORITY I11 - Bulk Delivery Capability A. All villages extended to 3,000 feet. Noatak - build longer runway at new location to avoid need for helicopters Shungnak - new housing anticipated, but barge cannot always get upriver Kobuk - Dahl Creek is an alternative, but barge cannot always reach Kobuk either Kivalina - can be extended when resurfaced Selawik - extension already planned Noorvik - extend with crosswind runway Buckland - extend length at new site Deering - extend length at new site Ambler - extensions completed Kiana - already 4,000 feet CWOONDUFWH— = 146 Community and corporation land selection meetings may be a useful forum for resolving many of the concerns listed here. NANA Lands Department and DOT/PF need to meet regarding ANCSA section 14(c)(4). AIRPORT RELOCATIONS Noatak Airstrip restricts anticipated community growth to the point that additional houses might have to be built on the far side of the runway. Due to poor soils and standing water near deeded airport property, future development may have to go to high ground a quarter mile to the west. If the airport was relocated, development could take place on the former airstrip. Compara~ tive cost analysis for utilities, roads and housing show a total public cost differential of over $1.8 million. It could result in a split community as well, with traffic having to cross the airport or go around to get to school, stores and boats. Further analysis is needed by DOT/PF. Even if gravel fill is used to build houses nearer the airstrip (reducing the cost differential), some problems would remain. The housing construction plans require additional lots and will create increased demand for land in the next few years. Alignment of the strip with the housing development could be unsafe in case of airplane engine failure. A land use plan will be prepared to identify the proposed land use pat- terns. Funds would need to be appropriated from the legislature, preferably through the DOT/PF budget process. Deering Present airstrip is aligned with housing and is intended for relocation to the old airstrip. The tundra at the old airstrip had been cleared to permafrost, which melted, leaving a lake. That has now stabilized and may be usable. It is about one and a half miles from town, on a plateau, and will need an access road. (Done, 1981.) The remaining beach property is needed by the community for housing expansion. Land in back of town is river and creek flowing through wet tundra bog. The more stable beach property is under a 1936 withdrawal for navigation aid site by the state and needs to have claim re- linquished. The community could have title if the land is claimed under Section 14(c)(3) of the Claims Act. Funding for reconstruction has been authorized by the 1980 legislature, but construction may take a few years. Gravel is available up the Imnachuk River. Buckland An airport relocation study is underway for selecting a new site and funds have been appro- priated by the legislature. The former strip is needed for future housing. However, the housing may be going in before DOT/PF is ready to move fhe airport. Meetings are needed between the Housing Authority and DOT/PF for determining where lease areas and lots might be renegotiated to provide space for future housing. For instance, DOT/PF has leased with the School District, as well as owning or having a lease for the airport. It may be possible that the school is not using all the land and some could be made available for future housing. This would require separate nego- tiations among these three parties. Maniilaq and the Regional Strategy do not intend to be- come involved in such issues. Our primary function is to highlight needs for interagency and community coordination and suggest initiation of discussions. (Done, 1982.) High ground between the present village and the strip may be an alternate site. Gravel source for airport relocation may be on the mountain behind town, but an access road would be needed. Kobuk Controversy exists over community preferences and detailed public hearings must be held in Kobuk. Wein Air Alaska holds a lease for the Kobuk airstrip, a convenient walk from town. 147 148 The legislature authorized funds for extending and reconditioning it, but it is not a state airport at present. A proposal has been made to use the funds for a combination of road maintenance for the four-mile Dahl Creek access road and for the Dahl Creek strip. That strip already has adequate length for large planes, has more traffic, will see more future traffic, and is regularly lengthened in spring by the mining companies for larger planes. (Since this was written, Kobuk airstrip has been lengthened to 3,000 feet. The Dahl Creek road has also been upgraded. The airport at Dahl Creek is proposed for lengthening to 5,000 feet.) Community lots are almost entirely taken and some residents are considering building homes on the other side of the strip. Community expansion lands may be selected under Sec- tion 14(c)(3) and should be coordinated with the airport settlement negotiations under Section 14(c)(4). Chapter VII Local Strategy Plans Table of Contents Introduction Future Updates Local Use of Plans Local Use of Agency Task Forces Local Self-Help Action Land Use Plans Consolidating Local Board Plans Roles of the Community Draft Local Strategy Plans by Village Draft Strategy Plan Summary of Draft Strategy Development Schedule Task Force Assistance on Plans 151 Chapter VII Local Strategy Plans Introduction The drafts of community plans in a later part of this chapter were prepared with the City and IRA Councils from each village in the NANA Region. This chapter is a baseline inventory of what the community councils have in mind for the near- and mid-range development of their communities. This is the first time anyone has made a comprehensive listing of the needs of the community in various categories. Prior to this draft, outside agencies did not have any overview of what the community was intending to do. Most of these draft plans were transcribed from notes taken by planning staff at Maniilagq. Where the community concentrated on specific wants and needs and did not fill in explicit problem statements, we tried to supplement them with problem explanations we thought they would have expressed. There was not much filtering of project proposals, even if the staff thought they were unfeasible or unlikely to be funded. Therefore, some additional dialogue is needed about the feasibility of projects between the agencies and communities. The reader should review the process charts in Chapter II, "Planning System," to see how plans can be used. Future Updates These draft plans will be carried through several more stages of refine- ment. The councils need to hold public meetings with their communities to determine the priority of projects and programs. They also need to do some long-range planning for developing their local economies. (Current plans in- clude little discussion about social problems due to the difficulty of talking about them publicly in a small town and due to limited information about ways to solve some of these problems.) As these discussions are conducted among community members, the quality and productivity of public meetings will im- prove and the community plan will become stronger. In 1983, we intend to pro- vide direct assistance to community councils in establishing stronger economic development plans and further feasibility analysis of facility projects. Local Use of Plans As the community adjusts its plan, it is the responsibility of the community to formally endorse it and the local administrators to implement it. Tools for implementation include grant proposals, requests to agencies, requests to legislators, asking local groups to do the project voluntarily through community organizations, having the city contract with local busi- nesses, or seeking nonstructural alternatives. The last approach, "“nonstruc- tural," means preventing problems through social or program approaches rather than constructing buildings to solve a problem after it has happened. Com- munities have a tendency to try to solve problems such as crime, public alco- 152 = ee Photo 13. Shungnak City and IRA Council jointly preparing their Local Strategy Plan. Local Strategy Plans include the plans of both councils in one place. The Regional Strategy is based on the Local Strategy Plans as well as the plans of regional organizations. Matt Conover 152A holism and juvenile delinquency by asking for state and federal grants for jails, teen centers and newer community buildings without also organizing a local support network or family activity program to prevent the problems from occurring. Now, as grants become less available and the costs to operate the structures increase, the structural alternatives create new problems for the cities. Some of these secondary problems can be minimized by energy-efficient design and consolidated complexes to achieve economies of scale, but the re- duced funding levels may preclude getting enough funds for well-designed buildings. At the regional level, we are working on strategic action to change the way these programs work, such as improving energy standards and starting joint funding efforts for facilities. But structural alternatives such as buildings have limited usefulness without community efforts to solve the problems with social cures as well. As the communities move toward social prevention programs, they will get assistance from the HESS Task Force and the Inupiat Spirit Program. Local Use of Agency Task Forces Agencies will be on teams to try to solve problems due in part to funding limitations and/or limited agency jurisdiction. If one agency is not able to provide enough funding, staff or technical assistance, another agency may be able to help through joint arrangements. Together they might then be able to provide the needed financial or technical assistance. Communities will be welcome to make presentations of their community plans to task force meetings, or to invite the task force agencies to visit their community as a team to see the problems for themselves. This approach worked well in Noatak to help resolve questions about land title, relocation procedures, permit requirements, and how to get funding for specific capital facility projects for erosion control and house moving. (The agencies learn a great deal about one another as well.) Community task force meetings can be used to explain the overall plan and to inquire about the feasibility of specific project elements. An agency may have experience with alternative ways to solve a community's problem that the community has not thought of. This approach may save the community much work in preparing grant applications and holding other single-agency meetings, especially if it is a high-cost project (such as erosion control) which is difficult to get funded. The agencies and the communities can together evalu- ate the feasibility of projects in the community's plan. Villages can get early warning of difficulties in funding. They can also receive help in re- writing their plan so that projects can be completed more quickly. Local Self-Help Action In the years ahead, as funding for large projects such as erosion control becomes more difficult, the community may have to look more and more to it- self. Community organizing efforts can sometimes get a project done with local labor. In Noatak, bridges have been built by local effort, and for a few years their erosion control log-cribs held back the river. In Kiana, local community members planted hillsides with grass and reinforced hills with log cribs to prevent slumping. That approach could be used again. There are 153 great social benefits to families working together as a community. In Kiana, the resident families are all working together to gather logs for a new church. In Kotzebue and Kiana, people are working together each spring to clean up their community at breakup. In some cases, the draft plans of com- munities can be adjusted to include such approaches if they find out agencies will be unable to fund their project proposals. In the meantime, these draft community plans can serve as workplans for communities to put their short- and mid-range plans into action. Land Use Plans When the community's overall strategy plan is adopted, a land use plan reserving specific land parcels for proposed facilities should be formulated. Adequate room for projected long-term expansion around the community should be included. Room for communal activities should be reserved along the river for fish racks, boat moorage, barge landings, etc. The land use plan needs to be formally adopted by the councils so that the community can legally require outside agencies and corporations to follow the plan. Several state laws require agencies to read the community plan be- fore capital facility construction or land disposals take place. Communities will also be able to take advantage of land use controls by the Coastal Resource Service District's coastal management plan. Consolidating Local Board Plans The regional strategy planning effort during 1983 and 1984 will be attempting to print in one place the plans that exist at the local level. Consolidation is being achieved by the content of local plans into regional summaries. Decision-makers will thereby be made aware of the existence of other plans in the community and will have to take the other plans into account. In Kivalina, the school building is collapsing and the school must be rebuilt or relocated. The plans of both councils and the school board should include this problem and the councils and board should work together for solu- tions. The residents have considered several times relocating the entire com- munity, so the issue of relocating the school affects the whole community, in- cluding the city council. Therefore, Kivalina's local strategy plan contains the school issue as one of its priorities, whether or not full relocation is decided. The school may still need to deal with the city council for a lot as a new building site. Roles of the Community It is the community's responsibility to: 1. Make needs known widely through board members, councils, radio, school classes, Maniilaq and other agencies. 154 { 2. Ensure that board members know local needs (listed in the local strategy plan) before meetings and that they report back after meetings. 3. Design project proposals that are reasonable and well thought through. Reasonable project proposals include: a. low operation and maintenance costs, to minimize monthly bills b. simple technology so local people can provide maintenance c. duplication of facilities d. employment of local people e. ways to meet the needs listed in local strategy plans f£. ways to develop local skills for proposed development projects 4. Initiate action through: a. local community projects which demonstrate self-determination, leadership and organization ability (e.g. erosion control: planting projects, log wall construction, riprap, filling drums with sand, etc.) b. raising project funds locally so agencies and the legislature can see self-determination through local action c. grant applications which will implement the local strategy plan a. lobbying legislators for projects listed in local plans 5. Follow through by: a. checking periodically on progress of projects and funding b. seeking staff training to improve administrative capability b c. informing the public d. requesting reports from board members 155 Draft Local Strategy Plans By Village 157 8st Figure 7-1 DRAFT STRATEGY PLAN BY AMBLER PROBLEM | STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE FACILITIES Water and sewer system is high Repair existing system and build a | Obtain financing through a state Frank Ferguson; Dan Rogness; Rich cost. It breaks down a lot. backup system bond issue and PHS MacManus Local bill collection is difficult Reduce costs of sanitation by City council because people do not have very putting some houses on alternative high incomes compared to the high technologies, such as “Biolets" costs of the system. Build coin-operated showers and PHS laundry for "pay as you go" Build pit privies for every house PHS for down times Need a public building for several Seek a "combined facility" Contact legislator Frank Ferguson; Al Adams different programs, such as post office, jail, magistrate, etc. Fuel tanks are too close to other Get the tanks moved Get AVEC to start budgeting now for | Lloyd Hodgson, Director of AVEC buildings for safety. Town is moving them soon growing up around tanks increasing the hazard. High cost of electricity. Supplement power source with a Get housing authority to build new | Tommy Sheldon, Director windmill and convert to wood houses with woodstoves stoves Erosion of bank by the river Request hydrologic study to Contact DOT/PF; contact Corps of Jon Widdis, DOT/PF, Fairbanks; FY83 determine best course of action Engineers Colonel Lee Nunn, Corps, Anchorage Dock & Erosion Study FY84 Erosion Control Snow removal equipment is not big enough for clearing runway during big storms, due to drifting. Residents are concerned about evac- uations. It sometimes takes sev- eral days to clear the runway. Get a D7 Caterpillar or other large tractor Have a contingency plan for helicopater evacuation Work with DOT/PF Develop an emergency plan DOT/PF, Jon Widdis National Guard, John Rowland; Search & Rescue, Wilferd Lane \ C : WwW Figure 7-1 DRAFT STRATEGY PLAN BY AMBLER (Continued) PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE Facility construction crews have Fill in gullies, revegetate and Fill in area with soil and compact | City and DOT/PF removed vegetation from project prevent further erosion it sites, and erosion has now created gullies (hazardous). (Ambler used Revegetate with grasses John Blower, Mayor to be almost all in forest, but is now exposed to wind, creating sand- Revegetate old runway, where new Katherine Devereaux, Maniilaq storms.) Blowing sand gets into houses are, with gardens and Agriculture meat and fish drying on racks, into grasses homes, and into childrens‘ cuts, so they don't heal. It is therefore a Revegetate with birch and spruce Hank Hayes, US Forest Service, health hazard as well. trees, too State Forest Nursery, Palmer; Virgil Sevearns, Ag. Ext., Nome; John Zasada, USFS, Fairbanks Pass a city ordinance requiring all | City council construction projects to minimize disturbance of sites and to revege- tate sites Distribute to all state and federal | City Administrator, Regina Randall 7 agencies and regional organiza- tions, so they can budget it into their plans and tell their con- tractors LANDS Almost all the new community Obtain title to US Survey 5013 Contact BLM Townsite Trustee George Gustafson 1982 buildings are on land to which the city does not have title, so city cannot get insurance for those buildings. Replacement in case of fire would be very difficult (e.g., Kotzebue IRA recreation center). Firewood cutting area is being used up quickly. The stands of burned timber are being used up fast due to increase in woodstoves. Future demand will increase due to sawmills. Frequent changes in size of fish runs. 6ST Identify new cutting areas through a timber management plan Determine causes with a fisheries study for the upper Kobuk River Work with NANA, IRA and appropriate agencies to balance the pressure on locations close to town Frank Ferguson for funding Fish & Game NANA, Walter Sampson; IRA, Art Douglas State legislature; Commissioner of Fish & Game oot Figure 7-1 DRAFT STRATEGY PLAN BY AMBLER (Continued) PROBLEM | STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE HESS (Health, Education and Social Services Children are not learning their cultural heritage. Juvenile delinquency is increasing. Lack of babysitters makes it hard for parents to work effectively. Municipal and IRA staff turnover and limited training. Town is too big to patrol effectively on foot ECONOMIC Shortage of cash in town. Checks are hard to cash. Personal home construction and boat building is costly due to lack of local supplies of milled lumber €) Establish a community arts council Organize activities for kids and teenagers Establish a day care center Raise salaries with municipal aid money; advocate for more training programs Get a vehicle Establish a check cashing service Encourage some economic development to bring more cash into the community Ask residents and visitors to cash checks out of town and bring in cash for local use Encourage local production of needed goods and services to cash is not drained outside Purchase a sawmill for local use Work with Elders' Council, Local Spirit Committee, IRA council and schools Then contact state agencies for funding Build a recreation center Try a cooperative program in homes, or pay some mother to do the baby- sitting; build a day care center if that does not work Make formal rebudgeting; ask leg- islators to pass bills and budgets for more training in rural areas City could rent IRA truck or buy a new one with municipal aid funds Follow Selawik's example Write up a local economic develop- ment plan and implement it Write up a flyer and send it to all households, agencies and con- tractors See Economic Development Plan Contact legislator Elders' Council, Art Douglas; council, advisory school board IRA Alaska Native Arts Council; Alaska State Council on Arts Legislator; councils Mothers' Club City and IRA councils; legislators City council Bert Griest City, IRA and NANA City Administrator City, IRA and NANA Frank Ferguson 5 TOT U AMBLER LOCAL STRATEGY MAP #3 LEGEND DUMP ROAD AIRPORT BRIDGE NEW HOUSING COMMUNITY FREEZER zeTquy ut sqzoefozg eanqng Jo suot}zes07 eTqeqord ¢ dew Zot Figure 7-2 DEVELOPMENT SCHEDULE 1981 1982 1983 1984 25 new housing units on old airport site and on individual lots (H.A.) Finish log bridge on road to airport (DOT/PF) | Establish taxi service to airport (IRA) Agricultural projects (Maniilaq) (RVI) New dump site (PHS) Road to dump completed (PHS) Houses completed Repair sewer & water (PHS & DEC) & new home hookup IRA office building | Finish community freezer (IRA, city, Maniilaq) Combined facility (city) | Timber management plan (city and IRA) ny He a Zs a co S [ory ; Major Project, Funds probable l e~ Minor Project Funds not acquired yet Move fuel tanks for safety (AVEC) Sawmill (city or IRA) Community arts council Le Day care center (combined facility?) Revegetation project (city) (IRA) (block grants?) Recreation center (combined facility) Barge landing ramp Dock & erosion eu study a Economic development projects (city, IRA, individuals) Airport resurfacing Dock construction FY85 Erosion control FY85 East/west runway construction Summary of Ambler Draft Strategy Lands Resolve land title to old airport Find new site for wood cutting Develop a forest management plan Identify future harvest sites Rehabilitate old runway with grass or gravel Upper Kobuk Fish Study on variable returns Facilities and Services Fix water and sewer system For houses needing plumbing, put in "Biolets" Put new houses on "Biolets" or some alternative technology Develop a water spring and pipe to town Coin-operated flush toilets Legislation for financial assistance for O&M costs Coin-operated shower and laundry for new part of town Bridge over airport road creek crossing Truck/taxi to airport by IRA D7 Cat for snow removal (not a "toy") Sawmill IRA office building -- grant approved by BIA 638, materials already in town Teen center/rec hall Banking system State building (jail/P.O./court) Action Started 163 Summary of Ambler Draft Strategy (Continued) Improve reading skills. Health facility. Teacher housing. Community Arts Council. Day care center. Increase salaries for municipal employees. Dump improvements. Vocational training. Police vehicle. Erosion control. Tree transplanting to revegetate developed areas. More local input on housing locations and designs. 164 Action Started &) SOT BUCKLAND 280 mae 0 LEGEND pueTyong ut sqzoeforg eznyng JO suoTzeDOCT eTqeqozg OR OLD RUNWAY NH NEW HOUSING py dew 99T BUCKLAND Figure 7-3 DEVELOPMENT SCHEDULE 1981 1982 1983 1984-85 22 units of new housing 10 units of new housing Streetlights Windmill to buffer rising (H.A.) (H.A.) (city) costs of generator fuel Resurvey townsite with new subdivision southeast of existing community (H.A.) Generators and electrical distribution system installed (H.A.) Relocate runway (DOT/PF) Find and reserve sites for proposed teen center, armory, and fuel storage (city) New washerteria (PHS) Relocate dump and build road (PHS) Additional 150 kw generator Teen center (city) (combined facility) Community hall addition for a city office (city) Relocate/floodproof main street houses (city) New elementary school (School District) 1985-runway lights 1985-erosion control scheduled by DOT/PF FY87-airport extension to 3,000 feet FY88-city streets scheduled by DOT/PF, road to new and dump road ky Facilities and Services Summary of Buckland Draft Strategy Action Started Lands Airport resurvey for housing lots Find site for proposed teen center Find site for fuel storage Find site for National Guard Armory Do site analysis for airport relocation Find new gravel sites for airport and other projects Stop people from taking gravel from upriver side of town to eliminate flooding breaks Dredge downstream river shallows to prevent ice buildup that creates flooding Review the uses of wind generators as a means to overcome power problems (power use study should be coming out of power study) DOT/PF runway lights and beacon on school Street lights Trash pickup service in winter Charge for pickup service Use Cat to plow road to dump Teen center Road to gravel site Road to dump Floodproof buildings Development of evacuation plan Addition to community hall for city office (or convert old clinic to laundry and shower facility) TV mini-transmitter 167 89T Figure 7 -4 DRAFT STRATEGY PLAN BY DEERING PROBLEM Erosion of sand spit threatens town. Community building is too small, old and costly to heat. Road to dump is needed for year-round disposal. North Star and fuel barges have difficulty landing. Tides are a real access problem. Jail. Heated airport shelter is needed, even more so when runway is moved (completed 1981). Fish storage facility (from 1975 priority list). Wind generator (from 1975). STRATEGY Short-term: Reinforce pre- sent local project until government builds a seawall Long-term: Seek permanent seawall from the government Renovate and/or consolidate with others Establish a dock to reduce lighterage costs and landing dangers OBJECTIVES To construct a stronger wall through a local action pro- ject | ACTIONS NEEDED Use local equipment to bring boulders; reinforce with sand-fill drums; seek finan- cial help from HUD, RDA, BIA, etc. Submit proposals and seek help of legislators Review options with councils and make preliminary design Capital appropriation Provide advisory services To obtain a grant for costs of construction materials and labor Submit grant application to RDA, HUD, EDA, etc. Submit proposal to DOT/PF for CIP Submit proposals to HUD, etc. Get an energy study done to reduce heating and electric- al costs Work out joint funding arrangement Wait for result of APA study by Wind Systems Engineering AGENCY PROGRAM/CONTACT Councils-administrators Councils-administrators DOT/PF-Jon Widdis + Legislator-Jack Fuller Corps of Engineers-Colonel Nunn City City DOT/PF; legislator City; HUD ow DATE 1982 1983 Winter 1980 ie] Figure 7-4 DRAFT STRATEGY PLAN BY DEERING (Continued) PROBLEM STRATEGY OBJECTIVES ACTIONS NEEDED City growth limited by lack of space. Ownership of potential ex- pansion sites is in transi- tion. Gravel shortages for development projects. 69T Short-term: Develop within the core of the town by re- ducing legal barrier to siting of new projects there Mid-term: Relocate beach run-| way so new housing can be near town Long-term: Acquire expansion lands through 14(c) (3) sel- ections and exchanges Formulate gravel management plan to assure long-term supply of gravel Set up an official townsite plat Send survey crew (combine with boundary survey for 14(c) (3) and 14(c) (4) Resolve land title Identify, evaluate and sel- ect alternative expansion sites Recontact CRA for help on a plan-of-survey Help prepare a plan-of- survey and a land ownership search BLM-Cadastral Survey, Irving Zirpel Resolve navigation site withdrawal and airport site Dispose of excess acreage Help review ownership of expansion site alternatives Identify alternatives and hold town meetings Identify & evaluate potential sites Inform DOT/PF and coastal management consultants about known gravel sites (e.g., tailings at 5.5 mile and 17 mile) Map potential sites; inven- tory and forecast future gravel demand by partici- pating agencies Review land ownership and establish policies for nego- tiation on NANA lands Arrange for site sampling on most likely sites Pursue permits; develop quarry plans Formulate policies for pro- tection and use AGENCY PROGRAM/CONTACT | DATE City-administrator ASAP CRA-Larry Kimball Summer 1981 DOT/PF-Right of Way, Winter Wendy Miller 1981 DOT/PF-14(c) (4) Task Force, Bob Venusti NANA Lands-Bert Griest Councils-Mayor & IRA City; Corps of Engineers Winter Maniilaq; Corps of Spring Engineers 1981 NANA Summer 1981 DOT/PF Summer 1982 Coastal board Winter 1982 OLT Figure 7-4 DRAFT STRATEGY PLAN BY DEERING (Continued) PROBLEM STRATEGY OBJECTIVES ACTIONS NEEDED AGENCY PROGRAM/CONTACT [ DATE Housing space. The water and waste disposal system is not what the com- munity wanted. Energy. Relocate runway Get PHS back to Deering to discuss alternatives and develop a system plan Short-term: Try to improve service with existing syste Develop policies for gravel access for development pro- jects Develop procedures and poli- cies for pricing of NANA gravel Develop gravel sites Develop sites for airport construction and road im- provements Use new dumptruck, Cat and frontloader SEE LANDS STRATEGY Identify an adopted or new sytem plan by the end of 1981 Raise Deering's priority to the board so they encourage PHS Hold community meetings to identify and evaluate alter- native systems and their costs Review the costs of each system option to determine ability to pay long-term costs Expand storage capacity and stabilize generator Obtain fuel tank loans from RurAL CAP, RDA, DEPD NANA NANA DOT/PF City; IRA Deering IRA PHS City council; PHS IRA; city; Energy & Summer 1981 Summer 1982 FY82-83 Fall 1981 Winter 1981 Fall 1981 Fall 1980 D Cy Figure 7-4 DRAFT STRATEGY PLAN BY DEERING (Continued) PROBLEM STRATEGY OBJECTIVES ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE Mid-term: Review other op- Start an assessment of Alaska Power Authority Fall tions such as wind and coal; alternatives in 1982 1982 to study feasibility of waste spring heat recapture 1983 To conserve lost heat and City; AVEC Winter reduce costs 1981 Long-term: Energy conserva- tion in buildings Public participation with Alaska Power Authority con- tractors in energy study City should resubmit pro- posals sent last year to HUD, but also to DEPD, APA, School District, etc., for waste heat recapture To consolidate public build- ings to minimize heating costs (e.g. community building with public safety building -combined facility) Alaska Power Authority IRA IRA/City; DOT/PF Coordinate facility grants City/IRA between agencies so the buildings can be financed, designed and built together Low employment even on con- | Mid-term: Use local govern- Establish an IRA manpower IRA struction projects within Deering TLT ment to coordinate skills bank and local hire hall to coordinate with Maniilaq Manpower by winter of 1981-82 Establish file for each per- son with skills list, license and union cards, ex- piration dates Ensure that every qualified worker has a union card by the summer of 1983 Make sure each person has up-to-date cards and training certificates Maniilaq Manpower 2LT Figure 7-4 DRAFT STRATEGY PLAN BY DEERING (Continued) PROBLEM STRATEGY ” OBJECTIVES ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE Long-term: Develop a long- term hiring program for Deering residents Expand local operation of local mineral resources Inventory and forecast future construction projects in Deering Ensure that all local people qualified to work are em- ployed on future projects Provide list of skills mixes, licenses and unions for each potential project so people can get trained in time to work on those pro- jects Write up a letter of agree- ment on procedures and major projects needing research on skills mix forecasts Follow cost studies by DGGS, APA, etc. After studies determine feasibility, send local people to training (e.g., Usibelli coal mine to pre- pare for Chicago Creek development) Obtain financial and techni- cal assistance for claim owners by 1981 Contact UofA Mineral Indus- try Research Lab and State Department of Natural Resources Expand experience of local claims owners by working at existing operations in the area Seek employment with local projects Maniilaq Planning Division CRA Manpower Division; Maniilaq Manpower; DOT/PF DOT/PF; PHS Maniilaq Manpower Manpower; Maniilaq Planning Division Kotzebue Technical Center; Maniilaq Manpower Maniilaq Manpower Small Business Program Individual people ‘ Ce ( WwW ee Figure 7-4 DRAFT STRATEGY PLAN BY DEERING (Continued) PROBLEM STRATEGY OBJECTIVES ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE Seek legislation for finan- Legislators Education needs to be tailored for types of em- ployment in the community Alcoholism is not a big problem in Deering, but is sporadic. When it does take place, crime is associated with alcohol. Local government has diffi- culty making people pay their bills €Lt Focus education courses on vocational, administrative and education fields Provide more employment Provide protection and sup- port for drunks until they are sober Formulate stricter city en- forcement of bill collection for fiscal solvency cial assistance loans to claim owners (perhaps from Permanent Fund) Listen to concept developed by local people and propose legislation Send resolution supporting skill center to School Dis- trict, legislators, governor and commissioner of education See employment and education strategies Work with school board on curriculum mix for electri- cians, carpenters, welders, equipment operators, admin- istrators, secretaries Establish a jail Establish a "sober-up place" Contact DOT/PF, Dept. of Public Safety Get the jail and “sober-up place" worked in with the rest of the consolidated facility complex in the Deering Facilities Strategy Develop a set of policies and procedures for utility payments and administration by spring of 1981 Write out draft, review in public meeting and post draft Joint council suggested 2-3 month grace period and then cut off service City/IRA; community school advisory committee; school board members Local advisory school board; regional school district staff; regional school City City IRA council vLt Figure 7-4 DRAFT STRATEGY PLAN BY DEERING (Continued) PROBLEM Local government has no revenue base, so relies on CETA for employee salaries. CETA is being cut. STRATEGY Support efforts to expand and stabilize CETA with state funds OBJECTIVES ACTIONS NEEDED Seek funds to provide rea- sonable salaries to staff Support legislators and congressmen AGENCY PROGRAM/CONTACT City and IRA _ DATE LOCAL STRATEGY MAP #5 DEERING Map 5 Probable Locations of Future Projects In Deering PROPOSED SEAWALL FUTURE HOUSING AREA OR OLD RUNWAY PD PROPOSED DOCK Ww oO <= ac 8 == a2 no oz oe az =a az PS FH 175 9LT 1981 Airport shelter (DOT/PF) Airport relocation (DOT/PF) Townsite plan-of-survey (CRA) Waste heat recapture (block grant) Housing construction (4 units) (Housing Authority) Sno-go shop (EDA/Maniilaq) Tank farm relocation DEERING 1982 Townsite and 14(c) (3) survey (BLM) Cg Wind generator (DEPD) Ee New washeteria ; Major Project, Funds probable Cae Minor Project Funds not acquired yet Figure 7-5 DEVELOPMENT SCHEDULE 1983 (ee Land use plan (coastal management) Water & waste systems construction Fish & reindeer freezer 1984 FY84 - barge landing ramp FY85 - airport lighting FY87 - Deering Road from community to mining area FY87 - seawall construction Consolidated facility complex FY88 - city street construction FY88 - boat channel construction yo 2 Deering Facility Needs List Energy Waste heat recovery Wind generator Coal burners Multifuel stoves Weatherization Water & Waste Disposal Economic Development Fish storage facility (freezer) Action Started Transportation Trailmarkers Road to dump Trail shelters Expand road in front of school Dock/seawall Smith Creek channel for safe boat moorage Erosion Control Seawall dock Community Community building renovation Jail Action Started 177 b Figure 7-6 ~ o DRAFT STRATEGY PLAN BY KIANA PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE LANDS Scattered growth is spreading size Survey Block 20 into lots to keep Develop a plan of survey; write CRA-Larry Kimball; BLM-George of town, making utility service community compact survey request Gustafson costs high (must pump water farther and use more power, which raises Develop a land use plan Calculate future municipal selec- NANA-Walter Sampson; BLM-Irving bills). tions needs; request joint sur- Zirpel, Cadastral Survey Director veying contract on Block 20 when 14(c) (3) boundaries are surveyed Set aside firewood cutting area Set aside lumber harvest areas for | Develop a timber management plan Work with NANA NANA-Walter Sampson sawmills. with NANA Land space needed for buildings Negotiate for reduced airport site | Work with 14(c) (4) Task Force; if Bob Venusti near city office, but encroaching acreage on town side of airstrip that doesn't work, get an encroach- on DOT/PF's airport land. ment permit FACILITIES Sewer and water system doesn's work | Work with PHS to improve existing Improvement plans PHS devises PHS-Dan Rogness 1982 for waste treatment. Power bills for water and sewer are so high people can't afford it and oil-fired generators will cost more and more in the future. Energy costs are high for private and municipal buildings. Dumpsite is over-full and trash is blowing over fencing. ~~ system Work with PHS on a multifuel boiler for powering pumps and heaters Mid-term: Review alternatives like wind and coal, then follow up with demo projects and eventually com- munity projects Near-term: Already converting widely to woodstoves Develop a new site, using fencing from old site Get feasibility study and plans done Apply for grant to help renovate plant for energy efficiency Wind feasibility study 1980 Windmill demo for IRA building Northwest coal study 1980 Use local equipment Build road over existing dump and £i11 dump in Get land use permit; get grant funds for financing Get design help from the state for site management plan a PHS-Dan Rogness HUD-Ron Bailey; CRA-Sue Perry- Piper; BIA-Paul Sterling APA-Brent Petrie APA-Brent Petrie and Dames & Moore City & IRA council NANA/BLM-Walter Sampson, Woody Woodworth; HUD Indian Block Grant by IRA Environmental Conservation-Paul Bateman, Fairbanks VO Ww Figure 7-6 DRAFT STRATEGY PLAN BY KIANA (Continued) PROBLEM Expand waiting room onto clinic. No roads to upper sites for hauling supplies or gravel, and the gravel is frozen all winter. Energy costs high due to scattered buildings. Food costs are high and subsistence preservation sometimes inefficient due to weather problems. HOUSING Housing costs are high, lumber for private homes is costly due to transportation, and there is no local business providing lumber. 6LT STRATEGY Avoid constructing a whole new building so as to avoid higher costs of heating, land use, sewer connections, etc. Get gravel out in winter with tractors or dynamite to haul in winter Extend roads up there next year Extend deadline by city council Get water and sewer extended up the hill Consolidated facility complex for central heating Purchase community canning equipment Near-term: Establish a local sawmill ACTIONS NEEDED L Apply for help from Maniilaq and PHS; determine expansion room at existing site Identify gravel sites and order supplies Contact DOT/PF to get in capital improvements schedule; request legislative funding to speed up project Introduce agenda for council's public discussion Meet with PHS to discuss costs of extending water and sewer vs. costs of alternative technologies for future parts of town Reserve land in central part of town for future municipal build- ings; build future facilities there with central heating source (multi- fuel); ensure expansion capacity; relocate existing buildings there in several years Get a grant for equipment Work with school to get off-hours use of school kitchen Get sawmill from legislature in 1980; install March 1981; set up management arrangements March 1981 Set up timber harvesting area on NANA lands and arrange finances Conduct training Make contract commitments for sales AGENCY PROGRAM/CONTACT Board members; George Gustafson, Townsite Trustee DOT/PF-Jon Widdis Frank Ferguson; city administrator PHS-Dan Rogness City and IRA Council Land Use Plan IRA council; HUD Indian Block Grant George White-Superintendent; Larry Healy-Principal Frank Ferguson Walter Sampson Mobil Dimension Inc. City and IRA Ost Figure 7-6 DRAFT STRATEGY PLAN BY KIANA (Continued) PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE Foundation posts are bending. Rain coming in at windows. Cold. City employees are underpaid and will be cut out when CETA expires. Revenue sharing cannot be used due to 20% apportionment for each of the services. ECONOMIC DEVELOPMENT Sales tax collections are not enough to support staff at 2% and the ceiling of 3% still is not enough. Not many cash jobs. Little training for establishing businesses. Have each community contract with HUD for building homes Short-term: Seek legislative assistance Mid-term: Consolidate IRA and city staff (3) so the three people work together for both councils Get assistance from region Long-term: Encourage economic development so people will have cash incomes which can allow taxation to generate revenue Formulate local economic development plan Get kids trained in schools and adults trained through Maniilaq and village education programs Request contract from HUD; sawmill set up Temporary subsidy of two years Council meetings to discuss de- tails; lists responsibilities for each council; get legal review Maniilaq station staff in village; Maniilaq add another circuit rider Prepare an economic development plan for Kiana Identify opportunities, for example: - wood cutting businesses - sawmilling businesses - agricultural sales - fur preparation - fur farming - coal harvesting - commercial whitefishing, markets for: tiktallik (Nul-Luk-Vik, Sheraton, House of Lords, Captain Cook) ; select the most likely; get feasibility studies done Make requests to schools and Maniilaq for business training Have IRA help coordinate circuit riding program oO Area Manager, John Duffy Al Adams; Frank Ferguson; Arliss Sturgelewski Councils; CRA-Palmer McCarter, LGAD Councils Board members; George White, Jan Woodworth, Technical Center Director; Adult Basic Education; ANA programs Entrepreneurship program, Manpower; Economic development planning at Maniilaq TST LEGEND FUTURE HOUSING NEW HOUSING RUNWAY EXTENSION RUNWAY ROAD REALIGNMENT GRAVEL SITE DUMP SITE LOCAL STRATEGY MAP #6 euety ut sqoefozg eznjng Jo suotzeo07T eTqeqozg 9 dew 7st Figure 7-7 KIANA DEVELOPMENT SCHEDULE 1981 1982 1983 1984 16 houses 20 houses Relocate airport access road Equipment storage building (H.A.) (H.A.) (DOT/PF) (DOT/PF) Water & sewer extensions (PHS) Resurfaced runway (DOT/PF) Runway access road (DOT/PF) Resurvey of townsite (Block 20) (City) Sewer & water repair (PHS) Combined facility for community buildings (legislature/city) Fencing of dump (PHS) Clinic addition (city/PHS) Community canning equipment (block grant application) Road to new dumpsite (PHS) Dump fencing (PHS) Barge landing ramp (DOT/PF) Summary of Kiana Facility Needs Sewer and water renovation Dump site relocation Consolidated facility complex Addition to clinic Multi-fuel boiler conversion for water and sewer system Extend roads to new lots on hill Extend water and sewer to new houses Community canning equipment Windmill demonstration project Set up sawmill Kiana Planning Needs Firewood cutting area Timber harvest area Management plans for sawmills Site reserved for municipal center Survey Block 20 Calculate 14(c) (3) municipal expansion acreage needed Land use plan Capital improvements plan for roads, sewer and water, and lights Dumpsite management plan Clinic expansion design Action Started 183 vst Figure 7-8 DRAFT STRATEGY PLAN BY KIVALINA STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE PROBLEM | Erosion of the spit is threatening the townsite. Runway at existing site is too short and crosswinds are bad. Telephone building gets salt spray from ocean in through wall vents, causing equipment problems. Old clinic needs remodeling. During summer storms the ocean waves sometimes create flooding and evacuation is necessary. The lagoon gets too rough for boats to be safe. Water supply and sewage disposal are not adequate for all the new housing. School building foundation is breaking up. LANDS Land title clearance will be needed} for any relocation site. Unemployment and lack of cash is a big problem. Build a seawall or relocate Identify potential relocation site and soils Extend runway, resurface matting and build crosswind runway Repair building or relocate Move to another site and remodel a bridge land; relocating Study the feasibility of across the lagoon to dry study the feasibility of Build a water line and seepage pits Seek renovation funds Work with NANA and Lands Task Force agencies for rapid approval Develop a commercial fishery for arctic char and other marine species Seek jobs in mining at Red Dog Balance economic development and traditional subsistence Determine costs of both alterna- tives by requesting funding for a study Get soils and water surveys Make requests to state Work with OTZ Telephone Co-op Clear land title on new lot; get new bid estimate; seek funds for construction cost increases since the bond money was approved Seek authorization of funds appro- priated by legislature Work with PHS Work with School District and DOT/PF Work with NANA on plans Work with Fish & Game Work with NANA Work with coastal management board Work with NANA and Cominco, and Dames & Moore Consultants a City council; legislators; DOT/PF; CRA Soil Conservation Service (done) DOT/PF-Jon Widdis; legislators City council; OTZ Telephone-Chester Ballot City council, BIA and BLM; city administrator; legislators City council; DOT/PF; legislators City council Advisory school board City and IRA councils; NANA Lands Director-Walter Sampson Commercial Fish Division; Subsistence Division; local fish and game advisory board Bert Adams, NANA board member Russel Adams, CRSA board member NANA-Don Argetsinger; Cominco-Jerry Booth; Dames & Moore-Jim Hemming Sst ww KIVALIN A LOCAL STRATEGY MAP #7 LEGEND PRL PROPOSED RUNWAY LENGTHENING RMC RUNWAY MATTING COMPLETED PBSS POTENTIAL BRIDGE SITE STUDY BD BOAT DOCKS PUTTeATN UT sq0efOzg eAN4Ny JO suOoT}eD0T eTqeqord L dew 98T 1981 Start 11 new houses (H.A.) Warm-up shelter (DOT/PF) New runway matting (DOT/PF) Renovation of community hall to protect phone equipment from salt spray (city) Boat docks for moorage (city) KIVALINA Figure 7-9 DEVELOPMENT SCHEDULE 1982 Airport building (DOT/PF) Water line and seepage pits (PHS) Clinic renovation (city) Airport lengthening (DOT/PF) New telephone building (OTZ Telephone Co-op) 1983 1984 High school and elementary school (S.D.) Airport needs assessment (DOT/PF) Bridge across lagoon (DOT/PF) Crosswind runway (DOT/PF) FY87-airport construction scheduled by DOT/PF Summary of Kivalina Draft Strategy Facilities Clinic needs renovation Construction of bridge Airport lengthening Crosswind runway ! Fuel storage Replace matting on runway Pole support of wires Renovation of community building (ocean spray leaking through to telephone equipment) Finger floats Erosion control: Only a few feet from store Only 10 feet from airport in summer storms Rocks from Cape Thompson Action Started 187 88T Figure 7-10 DRAFT STRATEGY PLAN BY KOBUK PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT LANDS No townsite lots available for further population growth. Flooding has become more severe due to excavation of bank. FACILITIES No trained operators and managers for new facilities. No money to pay salaries. No incentives for local individuals to volunteer. The present community building does not provide privacy for separate councils to meet nor a central place for recreation. Cost of power from new “single line ground return" from Shungnak will be rising with increased cost of fuel. HESS Logistics involved in completing clinic typify the administrative Management problems Survey more lots for an expansion of the townsite and develop a townsite plan Construct a small erosion control barrier and prevent further land removal upstream by agencies, com- panies or individuals Convert to wood stoves or order bigger storage tanks Conduct more training programs Prepare a plan for land use Prepare a plan-of-survey Pass a council resolution that includes easements and legal controls on activity along the river edge Request agency assistance. Set up a schedule for sharing utility management responsibili- ties such as changing city office fuel barrels Develop a facility plan, itemize grant sources, write up proposal and submit to the agencies and Maniilaq Request assistance from Maniilaq Maniilaq and agencies City Council contact CRA City Council DCRA/Larry Kimball, Planning Director NANA/Walter Sampson, Lands Director DOTPF/Jon Widdis City Council City Council Joint IRA and City Councils Maniilaq/Marie Schwind Facilities Task Force Maniilaq Manpower/Margaret Woods Maniilaq Health/Fred Wemark 68T LEGEND EROSION CONTROL NEW HOUSING RUNWAY EXTENSION POWER LINE ROUTE ky LOCAL STRATEGY MAP #8 ynqoy ut sqoefozg eaznqng Jo suotzes0T eTqeqorg g dew Figure 7-11 BK © ° KOBUK DEVELOPMENT SCHEDULE 1981 1982 1983 1984 Power line from Shungnak Power meters New houses Water and waste system improvements Airport resurfacing Dahl Creek to Shungnak and extension Road Erosion and flood control (city) WEEE, «Major Project, Funds probable | Minor Project | Funds not acquired yet Townsite expansion surveying FY87-DOT/PF has scheduled erosion control Dahl Creek Road FY88-community roads 5 WwW Summary of Draft Strategy for Kobuk Lands Survey more lots Facilities Water facility operator training and management program Small erosion control project for barge landing (would help slow flooding) Floodproofing of houses Clinic repair Power distribution and management company City office renovation Recreation center 191 c6T Figure 7-12 KOTZEBUE DEVELOPMENT SCHEDULE* 1981 1982 1983 1984 Human services complex Technical training center New gymnasium Houses (1980) Fish co-op converted to reindeer processing plant for winter operation Road repairs City fire tower and equipment storage yard 10 new houses (private) *Kotzebue is preparing its own plan. Boardwalks and recreation equipment Water & sewer to east side New high school 2 9-unit apartment complexes (low-rent housing) Marine commerce study (deep water port) Start 14(c) (3) land needs assessment Relocate FAA complex New water source development (Noatak pipeline?) Community redevelopment plan (airport repair) (new residential areas) (bridges and roads) (dump and lagoon improvements) Master plan for airport erosion control reconnaissance erosion control construction This schedule was compiled from funding agency schedules, such as those from the Department of Transportation and Public Facilities. No response was received from Kotzebue or other communities on the draft copy of the NANA Regional Strategy. a O DOT/PF's scheduled airport improvements: - relocate access road - security fencing - widen east/west access road - utility construction - apron paving Tech center dorms Third Avenue construction Community rec center Community boat building workshop FY85-(DOT/PF) airport lighting design/port design FY87-design Cape Blossom Road/ design port, phase I FY88-design port, phase II/ city streets upgrade €6T ; Wy N OATAK LOCAL STRATEGY MAP #10 LEGEND GS GRAVEL SOURCE H81_ HOUSING ’81 EC EROSION CONTROL yeqeon ut sqoeforzg eaznqng Jo suotzes0T eTqeqorg 6 dew v6T Figure 7-13 NOATAK DEVELOPMENT SCHEDULE 1981 1982 1983 1984 High school (S.D.) 20 units housing (H.A.) Repair water & sewer (PHS) Riverbed core sampling (DOT/PF) | Erosion control rebudgeted (DOT/PF) | Ice rink Elementary school construction (S.D.) Install water & sewer additions (PHS) | Erosion control dike rebid (DOT/PF) Erosion control dike construction (DOT/PF) Reconstruct log bridge (IRA) Cd 14(c) (3) selection Equipment & storage building (DOT/PF) Barge landing ramp (DOT/PF) FY85-airport improvements FY88-community roads analysis & negotiations LC) 14(c) (3) reconveyance municipal lands trustee C7 WE Major Project, Funds probable NANA conveyance aes | Minor Project completed | Funds not acquired yet & oO [ City established O Summary of Noatak Draft Strategy Lands Secure alternative site for airport relocation Secure gravel site Facilities Erosion control dike Firehall Post office Housing relocation Utility reconnection New housing and related utilities Jail Teen center Community hall renovation Reconstruction of old log bridge Action Started — 195 Figure 7-14 bP i DRAFT STRATEGY PLAN BY NOORVIK PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE LANDS Recent growth has been limited to Provide access and utilities to Get funding and access feasibility PHS; AVED; legislators; DOT/PF the outskirts of town while lots lots near the lagoon pond of utility expansion to undeveloped remain undeveloped in the middle of areas town and the "old village" area has been abandoned. Renovate the "old village" so it Organize community effort for City and IRA councils; Neighborhood can be used for future expansion renovation of the old area Youth Corps supervisor Get old area resurveyed in order to Request a new survey of the town BLM; George Gustafson investigate development potential Erosion at the north end of town is Develop an erosion control plan for Seek funding and information US Corps of Engineers; legislators; Study eating away valuable land space and this area and other potential prob- sources DOT/PF FY85 creating a safety hazard in that lem sites Construc area. tion FY87 Roads throughout the village are Have a culvert and drainage study Contact DOT/PF for sources of DOT/PF; legislators FY88 washing away in many areas. done funding and information Find funding to resurface and widen roads Access to the beach is difficult in Build a hillside stairway Organize a community project City and IRA councils; Neighborhood the new area. using unemployed and unoccupied Youth Corps supervisor youth Gravel supply is far away and there Build a permanent road to the Seek funding and contact DOT/PF Legislators; DOT/PF is no road for summer access gravel site Identify alternative gravel supply areas Seek funding Legislators; DOT/PF FY88 The cemetery is far away from the Build a summer road to the cemetery village roads, making access difficult Access to the dump is virtually Have a cut-off road to the dump Get approval from DOT/PF and seek Legislators; DOT/PF FY88 impossible during the summer months Garbage throughout town is uncon- trolled and creating a safety hazard along the requested gravel site road Increase community awareness of the problem funding Organize a community effort to clean up the town O City and IRA councils; Neighborhood Youth Corps supervisor NX WW Figure 7-14 DRAFT STRATEGY PLAN BY NOORVIK (Continued) PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE FACILITIES The vacuum sewage system installed by PHS often breaks down. Parts are in short supply and take a long time to arrive. Local people have not received the training necessary to keep it operating full time. Sewer cannot service the old part of town (on the hill). Sewage lagoon pond is too close to homes. It creates a hazard for kids The vacuum system releases noxious material into the lagoon. Housing is too dense in the old part of town, creating a fire hazard Fuel tanks are too close to houses Some fuel tanks are located in a flood plain and therefore are a hazard. City cannot make individuals listen to where City Council wants private individuals to build. L6T Seek funds to purchase a stockpile of spare parts Get local people trained to repair the system Investigate feasibility of a new system being installed that is capable of handling increased use that will come about with more vil- lage expansion and will be more de- pendable in the long run and less costly to repair; the study should include a cost/user benefit analysis Get bigger pumps, expand the system Fence in the lagoon pond Request an environmental impact study on the present system Prepare a redevelopment plan for the old village area to tie into a land use plan for future growth Use local legal controls Relocate tanks Develop a land use plan, adopt and enforce it through municipal powers under Title 29 of state statutes City should write a letter to PHS for funding and parts supply in- formation Request technical assistance and training workshops Submit a request for funding a study Submit request to PHS Plan with PHS for a grant Submit a request to PHS City council should write a letter to CRA to request technical assistance in planning Pass an ordinance requiring a set distance from houses City should notify AVEC of the hazard: concern Establish a planning and zoning commission for guidance Hire a consultant with financial assistance from CRA PHS-Dan Rogness PHS-Dan Rogness Legislators; PHS-Dan Rogness PHS-Dan Rogness PHS-Dan Rogness PHS-Dan Rogness CRA, Community Planning Division- Larry Kimble, Director City council AVEC-Lloyd Hodgson, Director City and IRA councils CRA, Community Planning Division 8é6T Figure 7-14 DRAFT STRATEGY PLAN BY NOORVIK (Continued) PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE Electricity wires on the ground are hot and do not follow-any land ownership patterns. New street lights are needed throughout town. A childrens day care center is needed to allow mothers to work. High operation and maintenance costs of public facilities creates a burden on the city because there is no tax base to generate revenue to pay expenses. Water system does not service the entire town. Many families cannot afford to have their homes hooked up to the system. Many families cannot afford the high costs of utilities. Request that AVEC repair faulty lines and redesign their system to accommodate the established land ownership patterns Find funding, submit an application Seek funding Investigate alternative methods of heating public facilities by seeking funds for studies on alternative energy (hydro, wind, solar) Request funding for building a combined facility for laundry and showers Seek methods of reducing utility costs. Request funds to purchase community freezers that can be owned by the city and rented to individuals who can not afford to buy their own freezers. City should notify AVEC of the changes that need to take place and request funding Contact DOT/PF and AVEC for funding possibilities and technical assistance Submit an application to Day Care Program Submit a letter to legislators and agencies requesting an energy study Submit a request to PHS and state legislators Apply for a HUD community development block grant Submit applications for funding. AVEC-Lloyd Hodgson, Director; legislators Legislators; DOT/PF; AVEC-Lloyd Hodgson, Director Ms. Lare Legislators RurAL CAP-Bob Lohr APA-Brent Petrie PHS; legislators HUD-Pete McGee; city and IRA councils Legislators; CRA; RDA; HUD; CDBG; RurAL CAP 66T N OORVIK LOCAL STRATEGY MAP #11 LEGEND OTRPA OLD TOWN REDEVELOP- MENT PLANNING AREA AR ACCESS ROAD TO UNDEVELOPED LOTS EC EROSION CONTROL CWR CROSSWIND RUNWAY NH NEW HOUSING WwW ATAIOON UT SjOeforg ezNANgZ JO suOT}eD0T eTqeqozg OT dew 00z Figure 7-15 NOORVIK DEVELOPMENT SCHEDULE 1981 12 new housing. units (H.A.) Sewer & water extension (H.A.) Road to gravel site & dump (DOT/PF) Crosswind runway (DOT/PF) Daycare center 1980 projects High school addition (S.D.) Elementary remodeling (S.D.) Airport lighting (DOT/PF) City maintenance building ©) 1982 20 housing units (H.A.) Hook up new housing (H.A.) Relocate dumpsite from river beach (city/PHS) Fuel tank relocation or diking (floodplain) (city or IRA) 1983 Community freezer Redevelopment plan (CRA) Hillside steps (city) Drainage study (corps) Sawmill (legislature) Park & recreation equipment (DNR) Access road to eastern townsite lots (DOT/PF) 1984 Barge landing ramp (DOT/PF) Erosion control study (DOT/PF) Lighting for crosswind runway Begin redevelopment of old village (multi-agency) (needs funding) Begin reworking drainage patterns with culverts (not programmed or funded yet) FY87-(DOT/PF) Hotham Peak Road reconstruction Erosion control construction FY88- (DOT/PF) Hotham Peak construction City streets Dump road Cemetery road mn er) Summary of Draft Noorvik Strategy Action Started Lands Erosion control upstream of old village Redevelopment plan for old village Surveys for new housing areas and future housing Facilities Access road to developable lots in eastern townsite Culverts and drainage Renovation of electric line utilidors Improved streets and roads Laundry/shower and watering point Community freezer Road to dump site Hillside stairway Day care center Parks and recreation areas Road to cemetery Fallout shelter Beacon Sawmill Energy study Fuel tank relocation or diking Land use plan Local Overall Economic Development Plan 201 Z o z SELAWIK roca Bidlealial MAP antag LEGEND BRIDGE AIRPORT BUILDING CROSSWIND RUNWAY NEW HOUSING FUTURE HOUSING DUMP SITE ATMeETES uT sqoeCorg eAINANy Jo suoT}eD0T eTqeqozg Tt dew Figure 7-16 SELAWIK DEVELOPMENT SCHEDULE* 1981 34 new houses Repair washeteria (DEC) Siilivitchag agricultural project - vehicles - staff - cabin at site Bridge through town Airport shelter Community freezer *Selawik has developed its own plan, City of Selawik. £02 1982 20 additional houses Enlarge washeteria (DEC) Summer waterpipe system Water & waste haul vehicles Boardwalk to new dumpsite (PHS) Put humus toilets in all houses (city) Build airstrip at agriculture site Clear 200 acres Construct corral Import milking goats Construct log cabin Build 8-sided superinsulated barracks Set up windmill Construct greenhouse 2-story city office erosion control in a different format than shown here. 1983 Erosion control AVEC tank relocation Build demo farm Introduce reindeer Start fur farm Runway extension Permanent trail markers Airport lighting with emergency generators 1984 Barge land ramp Airport dust control (DOT/PF) 1985 Road from ag site to Selawik Erosion control (DOT/PF) 1987 Airport extension Beach matting Boat harbor floats (DOT/PF) 1988 Boardwalks Road to gravel source (DOT/PF) If you need more detail, please contact the b0z Figure 7-17 DRAFT STRATEGY PLAN BY SHUNGNAK PROBLEM STRATEGY ACTIONS NEEDED AGENCY PROGRAM/CONTACT DATE LANDS Need sites identified for future Develop a local land use plan Write a request to the State City council/city administrator 1981 housing areas, gardens, municipal Department of Community and expansion, etc. Regional Affairs Technical assistance field visits CRA, Community Planning Division- Larry Kimble, Director FACILITIES New housing. Work with HUD and Housing Authority] Follow present process NANA Regional Housing Authority- 1981 Tommy Sheldon, Director, Reggie Cleveland, Commissioner New community building complex to Work with granting agencies and City and IRA councils together City mayor and IRA president 1981 save energy and O&M costs and Maniilag to obtain joint funding define needs and draft proposal save land space. In that building consolidate the following: new Identify potential funding agencies] City and IRA administrators post office (now in a home), day and submit proposal care center (none existing), teen center (none existing). Present to Facilities Task Force Maniilaq Planning Division 1982 for review for joint funding Identify potential sites near center of town and reserve by resolution until land use plan and zoning map prepared Electrical lines exposed to public.}| Move power plant and tanks out of Write letter to AVEC City council, mayor and 1981 Fuel tanks are in center of town, town, rebuild shed and dike earth administrator need diking. Generator is noisy around it and is a fire hazard, has almost Reserve a new site on the emerging | City council, mayor and exploded. Foundation is tilting Repair of all exposed wiring community plan map administrator and needs to be rebuilt. Budget, design and move building AVEC engineering and construction 1982 Dump needs enlargement and fencing. Road to the dump, Dahl Creek to Shungnak Road. Request agency assistance Request assistance Write letters of request Write letters of request staff-Lloyd Hodgson and Mark Tietzel PHS-Vern Bergman, Anchorage; DEC- Doug Lowery, Fairbanks, Maniilaq- Paul Hansen, Kotzebue DOT/PF-Jon Widdis, Fairbanks wy Figure 7-17 DRAFT STRATEGY PLAN BY SHUNGNAK (Continued) PROBLEM Jail needs expansion. HESS Local government effectiveness is low due to: low salaries for ad- ministrators, low salaries for police; personal travel out of vil- lage by councils and mayors for summer work and subsistence. soz STRATEGY Contact agencies or ask for legislative appropriation Review alternatives to jailing, such as crime prevention and the reduction of alcoholism cases Increase salaries via state Establish salaries or wages as incentive for leaders to stay and work on problems Accelerate training for both staff and councils ACTIONS NEEDED Write letters of request Set up a community support network and seek assistance Work with legislators for program expansion Request assistance for CRA AGENCY PROGRAM/CONTACT DATE Dept. Public Safety-Bill Nix, Juneau Maniilaq-Alcoholism counseling staff; Women's Crisis Center staff- Kotzebue Frank Ferguson; Al Adams; Maniilaq Manpower CRA-Pat Poland, Anchorage, Vic Goldsberry, Nome 902 y* HUN oa LEGEND PSDR PROPOSED SHUNGNAK/DAHL CREEK ROAD NH NEW HOUSING RE RUNWAY EXTENSION PAA PARKING ACCESS LOCAL STRATEGY MAP #13 yeubunys ut sqoeforzg eanqng jo suotzes07 eTqeqorg zt dew wW Figure 7-18 SHUNGNAK DEVELOPMENT SCHEDULE 1981 1984 Loz 18 houses built Water & sewer repair Airport resurfacing & extension | Major Project Cd Minor Project Water & sewer extension Dump fencing (PHS) Bridges over creeks around Shungnak » Funds probable t Funds not acquired yet AVEC system remodeling Barge landing ramp (DOT/PF) Combined community facility Jail expansion FY85 Airport lighting FY88 Road to dump Summary of Shungnak Draft Strategy Lands Housing sites Site for new AVEC* plant Site for AVEC tanks Soils identification for gardening Gravel site identification Facilities Housing Diking and moving of fuel tanks Reconstruct AVEC building and exposed wiring Road to the dump and fencing for dump and deepening of dump Central heating system for IRA and city building complex More jail cells Central public facility for teen center, day care center and post office Woodstove for snowmachine shop Sewer and water training Funds for employing staff Local government training *Alaska Village Electrical Cooperative 208 Action Started Task Force Assistance on Plans The Facilities Task Force will probably review Deering's local plan first. Deering is nearly ready to adopt their local strategy plan. They have expressed a strong interest in presenting their plan to the agencies respons- ible for capital improvements programming and for land and water permits. They have able and vocal public speakers and have been actively involved in prior task force meetings. Noatak was involved in meetings of the Facilities and Lands Task Forces when they were assembled in Noatak to review siting problems and relocation potential regarding erosion control. Noatak's council is interested in final- izing its community development plan soon. The plan involves dikewall con- struction, building relocation, elementary school construction, new roads to a housing subdivision and potential airport relocation for long-term growth. Further meetings of the task forces with Noatak are necessary. Noorvik and Kiana are also becoming more aggressive in their development plans. Both have been engaged in substantial housing projects and resurveying the townsite and adjacent lands for municipal expansion. Their local manage- ment capacity is increasing rapidly. Selawik has been engaged in a combina- tion of economic development projects and community redevelopment. Their plans have been prepared separately from the NANA Regional Strategy through the use of outside consultants helping with the economic development portion of their program. But there is strong local leadership and control in the community and there have been grassroots initiatives that have been sustained over a several-year period. Selawik is interested in developing several facilities and land development projects relating to agriculture and they are interested in responses from the Lands and Facilities Task Forces. Permits will be one of the most significant needs. Technical assistance from resource agencies will also be of value. Agencies and other regions will be interested in the development plans at Selawik and the progress already made in building a resource-based new community. This is a social development project as much as an economic development project and may have far-reaching value in demon- strating the ability of locally initiated projects to inspire and stimulate people to become involved. 209 q Chapter VIII Tracking System Table of Contents Introduction Management Tracking Charts for Community Facilities Funding Research to Compile Key Indicators Setting Up A Management-By-Objectives System 213 Chapter VIII Tracking System Introduction This chapter is divided into three parts. The first part shows examples of facility tracking charts. The second part shows socioeconomic charts. The third part shows how better socioeconomic charts could be used to improve strategies. Management Tracking for Community Facilities The purpose of establishing regionwide charts is to provide an overview of patterns. Figure 8-1 shows the pattern of progress for community facility requests. Figure 8-2 shows an example of a more detailed tracking of trans- portation projects. Figures 8-3 through 8-7 summarize many types of capital facility plans. These charts should be updated on a regular basis and should be computerized as soon as possible to facilite updating. We have had little success so far in getting responses to requests for updates. If we can get enough cooperation to ensure accuracy in our updating efforts, we would send the printouts of the updated summary charts to all cooperating parties. Accurate status charts will be of use to construction contractors, agencies, local government and legislators. Therefore, the state should grant the funds for the computer system and direct agencies to cooperate in our up- date efforts. Funding Research to Compile Key Indicators We need a tracking system to determine if there are changes going on in the region's economic and social conditions. We have started with the eco- nomic model. A recent study by BLM/OCS has identified several other variables which could be collected on a regular basis. We need these trendlines dis- played in graph form to determine how effective our management actions are in changing those trends. Research funding will be required to gather the data and set up the reporting systems and models. Figure 8-8 shows the types of information that need to be compiled. We will need legislative and administrative assistance in gathering the information. Since the approach may have value on a statewide basis, the state should provide funds for a demonstration project. Setting Up A Management-By-Objectives System Once baseline patterns are documented, forecasts can be made of expected trends in socioeconomic conditions. If the Steering Committee wants to change 214 en ky a trendline, it can ask that an effort be made to improve the slope of a particular trendline. New targets and objectives would be developed. The new objectives could be expressed in terms of the number of jobs that must be created by a certain date or an objective target could be the number of stu- dents who should graduate from technical school and be licensed. Or, we could target for a slow decline in absenteeism on the job, or a decline in social service caseloads. Of course, making change occur may require much more than governmental or corporate efforts. Most of the social changes must take place within the hearts and minds of individuals, but, to the extent that a support network can be strengthened to help the individual, public and private investments should be increased. The amount of these investments will be a balance between how much the experts say we will need and how much the budget will allow. The key is to focus on what amount of change we are really contributing by our actions. It may be necessary to intensify the management effort if that will help. One mechanism for intensifying management is the use of tracking charts to monitor progress in completing specific actions adopted in the plan. Charts can be developed by technical coordinators to track whether or not assignments are being completed on schedule. Phase II of the Regional Strategy will involve the design of such charts and the testing of their effectiveness in intergovernmental and intercorporation management. In the near future, we will be able to return to the charts on socioeconomic conditions to determine if our actions have had an effect on improving conditions. 215 Figure 8-1 STATUS OF FACILITY REQUESTS 1980* 5 AMBLER oe BUCKLAND - peerinc || BH KIANA 7 KIVALINA |gqgg| gC] ae KOBUK oF KOTZEBUE se NOATAK i ‘em NOORVIK | SELAWIK jo = et SHUNGNAK =| oe] (CJ Requested, but no action taken (J Funding applied for WO) Funding acquired WD Planning & design in progress WM) construction in progress Wl completed A blank space indicates that no requests have been recently made as far as Maniilaq staff is aware. Sources: Maniilaq Board Minutes, staff and local plan. Boxes can be updated by adding bars to the right as stages are completed. L *Contrasting hatchmarks show updates to mid-1982, provided by the Alaska Department of Transportation and Public Facilities. Other facility types have not been updated because other agencies and communities did not respond to requests for updates. cy O = nt ww Figure 8-2 NANA REGION TRANSPORTATION PLANNING FOR VILLAGE PUBLIC WORKS FY83 UPDATES VILLAGE ORIGINAL NEEDS (FY 81) PROJECTS IN PROGRESS (From Council meetings with (From approved state budgets, staff from Maniilaq Planning, bond inventory, staff of DOT/PF, NANA Lands and legislators) NANA Lands and city staff) AMBLER Airport road culvert repair Bridge to the airport (done Road to the dump Road to the dump (FY82 LSR&T) Dock study Taxi to airport Crosswind runway Crosswind runway (FY87 CIP) Erosion study BUCKLAND | City streets upgrade Airport relocation Access road to the dump Spur road to dump (FY88) Gravel access road Lighting, terminal storage & radios Erosion control at head of runway Obtain tractor DEERING | Trail markers Trail staking material purchased Road to dump Runway contract out to bid Dock Airport road part of airport Seawall project Runway rehabilitation Trail shelters (NANA Search & Road to runway Rescue) Trail shelters Freight shelter Street widening by the school Seawall (FY82 budget) (FY87 CIP) KIANA Airport access road Airport access road (done) Dock (bonds available) Airport resurfacing (done) Resurface airport (done) Airport lighting (done) Airport lighting package City streets for new subdivision KIVALINA| New airstrip matting Airstrip matting (done) Erosion control Small boat harbor (bonds) (done Small boat harbor (finger floats) 1981) KOBUK Flood control Airstrip extension and resurfacing] Airstrip extension (done) SHUNGNAK]| Dahl Creek road Airport improvement package Airport improvement package (nearing completion) NOATAK Erosion dike phase II Erosion dike phase II (in budget) LT@ Gravel haul road Barge landing road (under construction) REMAINING NEEDS (Expressed by community, but not yet acted upon) NEW NEEDS Erosion study (FY83 CIP) Dock study (FY83 CIP) Taxi to airport City streets upgrade (FY88 CIP) Erosion above town (FY85 CIP) Dock (FY87 CIP) Street widening by school (FY88) Road to the dump Dock Gravel site road Improve dump road Erosion control (FY84 CIP - Study, FY85 CIP - Construction) Dumptruck Streets for new subdivision (FY88 CIP) Runway resurfacing (FY85 CIP) Boat channel to Smith Creek (FY88) (for quiet moorage) Relocation of dump and a new road to that site (FY88 CIP) 8Tz Figure 8-2 NANA REGION TRANSPORTATION PLANNING FOR VILLAGE PUBLIC WORKS (Continued) VILLAGE ORIGINAL NEEDS (FY 81) (From Council meetings with staff from Maniilaq Planning, NANA Lands and legislators) PROJECTS IN PROGRESS (From approved state budgets, bond inventory, staff of DOT/PF, NANA Lands and city staff) REMAINING NEEDS (Expressed by community, but not yet acted upon) NEW NEEDS NOORVIK SELAWIK Crosswind runway Road to gravel site Road to dump Bridge in town Resurface runway Extend runway Erosion control Airport package Boardwalks Permanent trail markers Crosswind runway (almost done) Winter gravel site road (done) Summer gravel site road (CIP '85) Road to dump (BIA) (FY88 CIP) Bridge (under construction now) Road to ag site (in new budget) (FY85) Airport lighting (demo project) Airport shelter (done) Runway extension (FY87 CIP) Permanent trail markers Erosion control (FY85 CIP) New road to undeveloped lots east of lagoon, needed for subdivision development (FY88 CIP) Redevelopment of old village Drainage culverts Erosion control above town Improve cemetery road Airport dust control (FY84 CIP) 6TZ eC iI Fy w a ; 0 DEERING KIANA KIVALINA KOBUK KOTZEBUE NOATAK NOORVIK SELAWIK SHUNGNAK Figure 8-3 HOUSING CONSTRUCTION 44-unit apt. 60 S.F.D. 104 Total O22 Figure 8-4 WATER AND WASTE SYSTEMS 1976 1977 1978 1979 1980 1981 1982 1983 1984 AMBLER new dump road BUCKLAND new washeteria relocate dumpsite & build road to dump DEERING new washeteria permanent waterline new storage tank KIANA hook up sewer repair houses dump fencing KIVALINA waterline & permanent water honeybuckets transmission line & individual seepage pits KOBUK VSW CcwPe washeteria repair road to dump NOATAK . waterline broken start completion repairs of repairs to W/S & relocated lines housing hook up hookup housing NOORVIK PHS hook up new expand housing pumphouse SELAWIK VSW/CWP relocated summer waterpipe system (DEC) dump waste haul vehicle boardwalk to new dumpsite & expansion SHUNGNAK WES sewer repaired uptrade pumphouse (PHS) OM, fence dump Figure 8-5 ROAD CONSTRUCTION 1981 1982 1983 1984 E AMBLER bridge to airport to airport (complete) BUCKLAND EERING DESRIN to airport I. KIANS new dump site KIVALINA TYALIN bridge KOBUK to the dump noezerws road repair road to Cape Blossom (complete) (FY87) OATAK N gravel quarry to future housing site (FY88) NOORVIK to gravel SELAWIK bridge to agricultural site SHUNGNAK to Dahl Creek T2Z Ty Figure 6-b 8 AIRPORT CONSTRUCTION PROGRAMMING SCHEDULE FOR THE NANA REGION N VILLAGES 1981 1982 1983 [ 1984-1987 AMBLER CY82 Lighting 90% complete, FY84 Resurface airport completion anticipated 7/31/82 FY87 Construct east/west runway BUCKLAND CY82 Runway reconstruction, FY85 Lighting completion anticipated 9/15/82 FY87 Extension to 3000' DEERING CY82 Airport reconstruction, 76% FY85 Lighting complete, completion anticipated 9/1/82 KIANA CY80 Runway construction and apron construction completed KIVALINA CY82 Runway repair study, 50% FY84 Lighting complete FY84 Equipment storage building CY82 Lighting, 90% complete, FY87 Airport construction* completion anticipated 7/31/82 KOBUK CY82 Runway improvements, 90% FY85 Lighting complete, completion anticipated 9/1/82 KOTZEBUE CY82 Airport improvements, PE only, | FY83 Runway repair FY84 Airport improvements 30% complete FY83 Master plan FY84 Airport utilities CY82 Apron paving, in design, 15% FY84 Apron paving complete, needs federal funding FY85 Lighting CY82 Runway improvements, design only, 5% complete (M&O made temporary repair in CY81) CY82 Airport land acquisition, right of way only, 15% complete NOATAK CY82 Lighting, 90% complete, FY84 Equipment storage building completion anticipated 7/31/82 FY85 Improvements NOORVIK CY82 Crosswind runway, construction FY85 Lighting 90% complete, completion antici- pated 7/15/82 SELAWIK CY82 Airport extension study, 50% FY84 Dust control complete FY87 Extension to 3000' + lights or new runway with lights SHUNGNAK CY82 Airport reconstruction, 83% FY85 Lighting *3 options: Warm-up shelter, radios, equipment complete, completion anticipated 8/1/82 . | 0 Airport improvements 1) shore up and extend existing runway; 2) new runway at current village site; 3) construction at new village site if village moves. €7Z \ oo \ ¢ J } Figure 8-7 SCHOOL CONSTRUCTION 1981 1982 1983 1984 1985 1986 AMBLER Emergency power Storage additions Upgrade elementary BUCKLAND VoTech shop remodel New elementary New storage building DEERING Water storage expansion FY87 new elementary KIANA Remodel high school (junior & senior) FY88 new elementary KIVALINA Foundation repair Addition & remodel the elementary KOBUK Upgrade heating & ventilation KOTZEBUE New high school Tech center phase I! Tech center phase III New gym High school phase II High school remodel Program support upgrade Warehouse & vehicles Energy system & waterline NOORVIK Remodel & addition high school (junior & senior) NOATAK New high school New elementary Fuel tank relocation SELAWIK Multipurpose room addition SHUNGNAK Energy & ventilation modifications Figure 8-8 EXAMPLES OF CONSOLIDATED INDICATOR CHARTS FOR TRACKING SOCIOECONOMIC CHANGE [Note the lack of information to fill in the other graphs] | : 1980 1985 1990 Population Growth (from Economic Model Contract) i : 1980 1985 1990 Employment Growth (from Economic Model Contract) - - 1980 1985 1990 Subsistence Harvests - 1980 1985 1990 Welfare Payments 224 Graduates of College and Technical School Median Income/Cost of Living Housing Availability : Incidence of Alcoholism, Crime, Disease © Chapter IX Implementation Table of Contents Barriers to Coordinated Implementation State Must Resolve Internal Conflicts Between Plans Need for Top Management Involvement in Government Corporate Management Coordination Churches and Elders' Councils Recommended Organization Structure Follow-Up Tasks for Implementation Conclusion 227 Chapter IX Implementation Subsequent phases of the Regional Strategy will involve specific detailed plans to guide the particular sectors. For economic development, NANA is making detailed plans for integrating all relevant factors into the design of mining projects. The School District is developing detailed plans for meeting the skill demand from the mining company and other employers. Maniilag is working on health and social services programs. The task forces of agencies will serve as action teams to help implement the community, regional and state and federal plans. Legislators are already working to ensure that when agen- cies are not able to provide something due to other demands statewide, the region can still turn to the legislative branch of government. We hope devel- opment corporations will see the long-term benefits of having a stable labor force and a local labor pool, and cooperate with the strategies. Barriers to Coordinated Implementation The problem to date has been that state and federal governments are fragmented. Each division is mandated in a particularly narrow area with little responsibility for looking at the overall picture. The state and federal administrations are too far from the people of this region both geo- graphically and culturally. Insofar as we have been able to close that gap (by bringing agencies together with the residents of the region), we have fostered a better understanding of the problems and improved the process for implementing plans. However, even within the regional strategy planning pro- cess, we have problems with continuity. The entire program until 1982 had been under one state administration. The actors were the same at the federal level, even between administrations. There has been little thought given to the assigning of department or division staff in terms of consistent repre- sentation at meetings or for reviewing proposals. There has to be continuity so the program as a whole can move forward. Without it, we have to explain everything from the beginning to each new person, which keeps us from getting on to new issues. Corporations and agencies should assign individuals who will consistently deal with this project. There must also be strong involve- ment and commitment from some central administrative authority which has the conceptual ability to understand what we are trying to achieve. That central authority must have the authority and power to charge narrow-purpose agencies with the responsibility of broadening their scope of concern to include the issues we are dealing with. Agencies must be mandated to look at the larger public need and to go beyond their own purview when there are potential con- flicts of interest. Agencies must at least be more flexible in funding proj- ects and programs and recognize the unique arctic conditions in the NANA Region. Figure 9-1 provides an overview of all the systems in the region that we have emphasized throughout this plan. The chart shows the action proposed to follow-up research findings in each issue area. The chart calls for action by managers to change programs based on research to improve people's conditions. All research projects need follow-up by managers to ensure that studies have a 228 VW Figure 9-1 ACTING ON RESEARCH FINDINGS TO IMPROVE CONDITIONS CHANGES IN THE CONDITIONS OF THE RESEARCH SS CHANGES IN PROGRAMS, PLANS & PROJECTS ==> PEOPLE OF THE REGION Economic System Economic survey and modeling More effective economic strategies and More jobs investments ENT eR cm | RemRRE a once merece me Market basket surveys and cost-of-living analysis Inproved funding for programs and improved transportation Lower cost of living Land and Water Resources Baseline conditions of natural resources, weather, currents, BLM, F&G, SCS, DNR NPS) soils (BLM, NOAA, FWS, [reer rere se crane a Review of subsistence change patterns and impacts of changing lifestyle Resource potential studies (including economy and marketing) More timely permitting of development projects oe Coastal management plan and regulations protecting subsistence Appropriate scaling of projects Faster job availability Protection of natural resources Subsistence protection More feasible ventures Community Facilities Materials testing (logs, heating systems) insulation, Energy loss analysis (energy audits) Energy cost forecasting (ISER) ne Cost comparison of wood vs. oil (APA) (same for multi-fuel boilers) and Housing Authority) (Maniilaq Construction of most efficient type of home House retrofit grants (Re Nee arene oe mm Better funding for weatherization program Installing woodstoves in publicly funded houses Reduced fuel costs Reduced fuel costs Reduced fuel costs Reduced fuel costs Sociocultural Comparative evaulation of alcoholism programs (Maniilaq) eee Se Evaluation of cross-cultural learning patterns (Manpower and UofA) Community well-being study (BLM/OCS) Design of optimum alcoholism program for people of the NANA region eee Modified teaching patterns and programs Statistical and programmatic support for grassroots efforts like Spirit Committee and Elders' Councils Improved recovery from alcohol Improved education Prevention of alcoholism and improved productivity and quality of life Overall Management System Nn N o Inventory and analysis of programs, projects and plans peer neonre se Te Establishment of an MBO system, management tracking system and coordinated planning/smmsmm:)> budgeting (Regional Strategy Plan) Improved effectiveness in coordinating all the above positive effect on the residents of the region. The critical link is the manager. State Must Resolve Internal Conflicts Between Plans Conflicts exist between state plans for any given geographical area. Originally we were going to try to help resolve those conflicts for our region by providing a forum for resolution. But, due to the lack of continuity in state personnel and the lack of authority vested in those attending meetings, there has been little success in resolving conflicts. We have therefore con- centrated on developing a regional perspective on the various issues and getting that perspective into print for state and federal organizations and corporations to review. In order to make the process effective, the state and other organizations should spend money and provide staff time to resolve con- flicts between plans that affect our region. Prior to this date, little formal planning was going on. It was difficult to get a formal position statement from anyone about what activities agencies were considering. Now there are over 20 plans being prepared for our region and there is not a great deal of formal coordination by the state or federal agencies. It is not possible to provide a great deal of coordination with only one or two staff positions funded for preparing a regional plan. Need for Top Management Involvement in Government If the state and federal agencies are serious about resolving the conflicts within their special purpose plans, they must make a financial com- mitment at both the state and regional level. They must have on-staff indi- viduals who have the personal strength and administrative authority to nego- tiate and arbitrate conflicts. The state and federal agencies and legislators should make intensive financial commitments so the plans are all produced at the same time. This should be done in every region of the state. A good start has been made by initiating regional planning from the village level upwards, through the region, to the state. That process has been applied both to policy development and to specific capital improvement priorities. Several agencies have been particularly helpful by inserting local priorities directly into the priority lists of the agencies and using regional summaries to collect the information (e.g. DOT/PF). The top manage- ment of the state government must make a commitment to ensure that all agen- cies are doing this and that the priorities are funded during budget reviews. Only in that way can we be assured of having the broad strategies implemented on a sustained basis in each year's budget cycle. Therefore, the burden for implementing the NANA Regional Strategy, and others like it in the future, will rest largely upon the shoulders of the top management at the state and federal levels. Legislators will carry the same responsibility. Corporate Management Coordination At the regional level, NANA Regional Corporation will be working with individual corporations proposing to do business in the region. By ex- 230 plaining in corporate terms the concepts behind the Strategy and using tools such as those in Figure 9-2, we hope that private corporations, including mul- tinationals, will cooperate with us in implementing the strategies. NANA has already initiated a model demonstration project at Red Dog. It includes a subsistence committee from the villages that has the authority to shut down the proposed mine in emergencies. Where possible, corporations and agencies will be asked to design their programs to allow subsistence leave and flex time and provide rotational job sharing. Maniilaq Association has already established these programs success- fully over the last several years and state contracts are being fulfilled creditably. The state currently offers job sharing for individuals in some departments. Mining projects in Canada and Greenland will be used as models for rotational leave scheduling in the NANA Region. Churches and Elders' Councils The regional and local Elders' Councils will be directly involved in the spiritual and social aspects of the rural development process. They will work with families to reestablish extended family support networks and remind fam- ilies of the roles and responsibilities of various family members. Change in individuals has to come from within the individual and be supported by the family. Community support networks can be established, but it is up to the Elders and families to give the special concern and care necessary to help people cope with rapid social and economic changes. Recommended Organization Structure Overall management for implementing strategies should be shared by top- level representatives from government, corporations and social organizations. The NANA Regional Strategy Steering Committee already consists of top-level regional organization representatives who are responsible for implementing strategies. But there is no similar group of representatives from state and federal agencies who can review progress and who have the authority to accel- erate the efforts of subordinate divisions within government. Ideally, the Governor's Office should be represented by a member of the Division of Budget and Management and a representative from the commissioner's staff in each agency. Our legislators should also be in attendance. This group should meet annually. At the annual meeting, there should be a review of the statistical indicators of conditions in the region and the progress made during the year toward implementing the strategy. At that point there can be discussion of the needs for action and quantitative measurement of the targets we should reach in the coming year. Past annual meetings have included all the agen- cies, communities and regional organizations. While this may be worth con- tinuing, we also need a distinct formal meeting of the heads of governmental, corporate and social organizations. 231 Follow-Up Tasks for Implementation This Regional Strategy document should be followed by: a. Establishment of tracking charts to monitor the fulfillment of assignments. 2. Establishment of an expanded in-region steering committee with rep- resentation from local interests (such as a representative of the Northwest Mayors Conference and IRAs). 3. Establishment of a process for joint budgeting which ties into the state and federal budget processes. Technical program managers representing agencies at the local and regional levels need to have explicit direction on the procedures and deadlines for joint budgeting. In-region coordinators can set up charts for tracking the completion of target projects, but lack the authority to step up the pace of completion or the selection of priorities by state and federal agencies. The regional coordinators must work frequently with the budget reviewers at the state and federal levels to ensure that pri- ority lists are current and the correct priorities are being funded. 4. Analysis of the borough form of government. Borough government is a tool for establishing an orderly political and administrative process. Elected representation at a broad level provides accountability for the resi- dents of the region. A borough government could coordinate with the state and federal governments to prevent fragmented delivery of services by agencies. However, a borough would require taxation. 5. Updating of the overall schedule for the Steering Committee (Figure 9-2). Conclusion Making changes in the broad socioeconomic conditions of the region is our goal. Borough government may be helpful in controlling land use, providing services and for programming capital facilities. However, broad sociocultural issues such as those dealt with by the Spirit Program and Elders' Councils would not be directly dealt with by a borough. There will continue to be a need for ways to look at the overall conditions of the people in the region. There are many formal governments established already in other parts of Alaska and the Lower 48 that have not addressed the scope of problems we are trying to address. Greenland faces many similar challenges, but even there we have not seen the range of issues addressed in the Regional Strategy or Spirit Movement. Borough government is only one administrative structure. Borough govern- ment can be used to protect the land resources that affect subsistence-related sociocultural conditions, but: there will be a continuing need for a body of leaders (such as the Steering Committee) to look at all the issues in their broadest sense -- not just those under municipal statute. Therefore, the Steering Committee should have wide representation. It needs both financial support and authority to carry out its efforts. 232 kJ We have proven to date that we can muster the combined strength of both the corporate and public sector to respond to grassroots initiatives. We must carry that momentum forward. The implementation actions recommended in this plan must be monitored by top Management and followed up by staff each year. 233 vez Figure 9-2 TOOLS AND ACTIONS FOR BRINGING TOGETHER PUBLIC AND PRIVATE EFFORTS TOOLS ACTIONS POLICIES Cooperative agreements with Policy changes that influence programs government agencies and projects Contracts with corporations Negotiations on the procedures for designing economic development projects in the region PRIORITIES Priority lists Legislative and administrative funding Board approval Public meetings PROGRAMS Funding proposals Grants from agencies and corporations Contracts Contracts from agencies and corporations Program plans Program delivery and management PROJECTS Project plans i Facility construction Permit stipulations Environmental review for subsistence | protection PROCEDURES Cooperative agreements Write legislation requiring particular Operations manuals procedures be followed in coor- dinating negotiated contracts and agreements NEW INSTITUTIONS Borough Development corporation Foundations Joint ventures with NANA Corp. pu Municipal enforcement of regulations Investments for employment Support human resource development Integrate local policy into projects M6 fm, Ly Photo 14. Working Together With Determination. To achieve the goals of NANA Region residents, corporations and governments must work together with individuals to implement the NANA Regional Strategy. The Eskimo word for Determination is ‘Sivitmuin’. The Eskimo word for Working Together is ‘Lapaguta’. Sivitmutun Lapdgutd. Working Together With Determination. 234A Matt Conover SEZ vO ty oO Figure 9-3 SCHEDULE FOR OVERALL REGIONAL PLANNING COORDINATION 1979 1980 1981 1982 1983 1984 1985 Initial Survey paictenny Goals & Objectives ae _ Inventory of Programs and Objectives M Local Strategies V,N Management System M,N,SD Economic Model Facility, Energy and Agriculture Plans N,M,V.A Housing Assistance Plans a HA Coastal Management CRSA & AGENCIES ~ Land Use Plans V NM Socioeconomic Action Plan ee ee ili. (HESS ) SPIRIT COMMITTEE ELDERS sD Mining and Energy Strategies N,V Updates and Refinements ALL PARTIES M = Maniilaq Vv Villages (city and IRA) N = NANA sD = School District HA = Housing Authority CRSA = Coastal Resource Service Area HESS = Health, Education and Social Services Task Force A = Agencies Gy APA BIA BLM BLM/OCS CIP CRA CRSA DEC DCED DGGS DEPD DNR DOT/PF HUD IRA LGAD NANA NPS NWSD OTZ PHS RurAL CAP scs vsw LIST OF ABBREVIATIONS Alaska Power Authority (state) Bureau of Indian Affairs (federal) Bureau of Land Management (federal) Bureau of Land Management, Outer Continental Shelf Office (federal) Capital Improvements Plan (facility plan) Department of Community and Regional Affairs (state) Coastal Resource Service Area Board Department of Environmental Conservation (state) Department of Commerce and Economic Development (state) Division of Geological and Geophysical Survey (state) Division of Energy, Power and Development (state) Department of Natural Resources Department of Transportation and Public Facilities Fish and Wildlife Service (federal) Department of Housing and Urban Development (federal) Indian Reorganization Act Local Government Assistance Division (Department of Community Regional Affairs) (state) Formerly Northwest Arctic Native Association National Park Service (federal) Northwest Arctic School District OTZ Telephone Utility Public Health Service (federal Rural Alaska Community Action Program (public nonprofit agency) Soil Conservation Service (federal) Village Safe Water Project and 239