HomeMy WebLinkAboutCommunity of Koyukuk Comprehensive Community Development Plan, Ten-Year Plan, Nov 2008COMMUNITY OF KOYUKUK
COMPREHENSIVE COMMUNITY
DEVELOPMENT PLAN
Ten - Year Plan
PREPARED FOR THE VILLAGE OF KOYUKUK
By Gerald Pilot, Consultant
Anchorage, Alaska
November 2008
FINAL - 10/28/08
ACKNOWLEDGEMENTS
This Comprehensive Development Plan is the outcome of the combined efforts of local
organizations and individuals composed of the Village of Koyukuk, City of Koyukuk,
Ella B. Vernetti School, Working Planning Committee, and community residents. This
plan is the direct result of their time and effort, knowledge of the community, and
dedication to making a healthier community for current and future residents.
Koyukuk Tribal Council: Koyukuk City Council:
Leo Lolnitz, First Chief Cindy Pilot, Mayor
Josie Dayton, Second Chief Hazel Lolnitz, Vice-Mayor
Martha Dayton, Sec/Treasurer Shanda Kriska, Member
Marilyn Roberts, Sergeant At Arms Robert Albert, Member
Percy Lolnitz, Member Martha Dayton, Member
Agnes Dayton, Member Dale Kriska, Member
Eliza Jones, Member (vacant), Member
Working Planning Committee members:
Martha Dayton, Tribal & City Council Member, CSC Representative
Marilyn Roberts, Tribal Council Member & Acting City Administrator
Robert Albert, City Council Member
Cecelia Grant, CSC Representative & Community Health Practitioner
Roy Nelson, City Council Member
Percy Lolnitz, Tribal Council Member
Julia Dixon, Community At Large Representative
Koyukuk Project Contact Person/Coordinator:
Cindy Pilot, Tribal Administrator, Koyukuk Tribal Council,
Two community workshops were held in 2007 to develop this plan. During a two-day
workshop in May 2007, twenty-five residents attended the first day’s session and twenty
attended the second day’s half-day session. The Koyukuk Tribal Council arranged the
meeting.
The Village of Koyukuk provided the funding in total to develop this plan. Gerald Pilot,
Consultant, developed this plan under contract. He is also a Koyukuk Tribal Member and
had lived in the community for more than thirty years. Additional technical support was
provided by the regional non-profit organization, Tanana Chiefs Conference, Inc. While
support has been secured from outside the community, the development of this plan is
intended to be an ‘All Koyukuk’ undertaking.
(Note: Cover Page shows recent aerial photograph of Koyukuk)
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TABLE OF CONTENTS
INTRODUCTION & SUMMARY OF GOALS.
PURPOSE OF Pie EAN Geese reauera
PLANNING PROCESS........
Past Community Plans.........00000++
Current Community Plan Process ..
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Community Facilities.
Transportation ....
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Land Use and Environment.....
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COMMUNITY BACKGROUND INFORMATION.
GENERAL ENVIRONMENT.......
General Summary ......
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History...
Environmental Characteristics -
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Economy and Population...
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Other Community Services ..
Transportation and Roads...
Community Water/Sewer ..
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SUMIMATY ores cerccssssseasasoen .. 26
Priority # I= New CUMC.eesststecsscscctsctsssessasees soasscasat .. 26
Priority # 2 — Water and Sewer Improvements...........-. 2d
Priority # 3 — New Multi-Purpose Building..... oe
TRANSPORTATION ......:c:cecssessssesesesteeeeees 99
SURREY els ao,
Priority # 1 — Upgrade Roads............... 33
Priority # 2 — Procure Heavy Equipment ........:.ccccccceeseseseees L139
Priority # 3 - Secure Fully Equipped Ambulance & Fire truck....c.ccccccssssssseeseseseess 37
Koyukuk CCDP Page 3 Nov. 2008
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Priority # 1 — Expand Lumber Production .......ccccccccsseseseseseseseseeeeeees
Priority # 2 — Start-up New Tribal Co-op Store/Arts & Crafts Outlet .
Priority # 3 — Develop Hunting & Fishing Guide Businesses........... ae
LAND USE AND ENVIRONMENT ........cccscscessssseesesesteeeeeees + 43
SUPMIMATY oc tis casassueenatasencensuceversasntesseuseuseucssasaveseussesracestesvsursansseestessenes¥eresassnesueseescesee 43
Priority # 1 — Erosion Control to Stabilize River Bank ......0....ccccceccsssceseseseeeseseeees 43
Priority # 2 — Move Community to Hillside at
Priority # 3 — Develop New Potable Sewage Systems ........ccccccccescseseseseteeseeeseseses 48
COMMUNITY CULTURE AND EDUCATION oot ccorsescarsconsususessatseoescgurssnessasensns 50
Summary a
Priority # 1 — Implement Local Culture CAMP .....c.cscccsssessssesesseseseseseseeeeseseeeeeeseseses
Priority # 2 — Start Language Preservation Program......c.cc.cccccsssessesesseseeseseeseseesess
Priority # 3 — Build Subsistence Warehouse/Freezer/Smokehouse... wu
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Priority # 1 — Get City Government Function] .........cccccsseeeseees
Priority # 2 — Develop Leadership Skills of Community Governments
Priority # 3 — Start-up Workforce Development Project..
COMPREHENSIVE PLAN REVIEW PROCES. ........cccscscssssessesesseseeseceeseeseeeseneesees 62
REFERENCE G............c.crcccsssssssescenseossovesseocsossosessescesensensesssorecsesscssssesesscessoccsessescscsousoeoseess 64
APPENDICES. ........ccccscscscososcscsceccecscrscecsscecsssecescsscorsssossoccssooessesnsceseseoseseosssvocsesessnoncensuosee 66
APPENDIX A: POTENTIAL FUNDING SOURCES (:cssecsscesssasesosssssesscusscoosscensseseueescstesare 66
APPENDIX B: "FECHNICAL. ASSISTANCE: RESOURGES sontacesessesssccssnsssesusaresorsonsresencvaste 66
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INTRODUCTION & SUMMARY OF GOALS
Purpose of the Plan
The Community of Koyukuk is a small Native Village located in Interior Alaska, a region
generally acknowledged with high pervasive unemployment, low economic
characteristics, and related social and associated problems. Koyukuk is a community in
transition and has experienced a decline in population, adverse economic conditions, and
general economic decline, as residents chose to seek better economic opportunities
outside the community. These problems have placed additional burdens on local
governing entities to seek new funding sources to maintain existing programs, services,
infrastructure, and community needs. To maintain community vitality, residents are now
seeking help to keep the community functional as well as identify and seek alternative
sources for economic revitalization. While this Koyukuk Plan is prepared through
consultant contract, the consultant is a Koyukuk Tribal member and had resided in the
community for more than thirty years.
The purpose of this effort for comprehensive community planning is threefold: 1) Assess
the current status of the community, 2) Identify future needs, and 3) Prepare a plan to
address future needs. Through this process it is intended that the community will be
better able to anticipate future needs and promote the kind of facilities, infrastructure and
economic development that the community desires and is sustainable. It is acknowledged
by local officials that this plan will help identify and spur the need for development of
other related plans such as a Transportation Plan, Community Economic Development
Plan, Community Relocation Plan, or similar project specific plans.
A Comprehensive Community Development Plan (CCDP) can accomplish many things
for the Community of Koyukuk. First of all, a CCDP will help forecast and set
community priorities for future land use, housing needs, healthy community needs, and
infrastructure needs. Local organizations will be in a more advantageous position to plan,
develop and implement programs, services, and projects that better meet the needs of the
community as a whole. Also, many State, federal and private agencies require planning
documentation to be considered for grant and funding opportunities. The Koyukuk CCDP
planning process considers these requirements and has incorporated the basic processes
that meet the requirements of State, federal and private agencies. Additionally, it is
intended that this plan will help to identity and spur the need for other complementary
plans, as identified in the previous paragraph above, that may be required to address long
range and comprehensive projects. This plan establishes the foundation for development
of these other plans.
This plan is a compilation of the past and current status of the community, characteristics,
economy, infrastructure and social setting, and then identifies a list of priorities, and an
action plan or implementation plan to address the priorities. The intent is to provide the
community the means to analyze past development and current status to incorporate
positive changes in the community. Information about Koyukuk, including its economy,
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land use, public facilities, transportation facilities, infrastructure and other local
characteristics are collected and analyzed. Projections on community growth and needs
are assessed. Community meetings and public participation processes are incorporated to
help identify community priorities and implementation plans. Identification of priorities
and development of action plans are a result of local realization of the importance of
comprehensive planning to the overall economic health and survival of the community.
The plan should be considered as a working document that should be considered in a
state of continual flux. This plan is developed based on information available at a
particular time and future developments will occur that require revisions to the plan.
Periodic evaluation and revisions are necessary by the local governing organizations and
a recommended plan for this process is provided in the Comprehensive Plan Revision
Process section in this document.
Planning Process
Past Community Plans
Two community-planning documents were prepared in the past to address community
needs: 1) A Community Strategy Plan for Koyukuk — 1980, and 2) Koyukuk’s Plan for
the Future — 1994. Both documents were developed with technical support from Tanana
Chiefs Conference, the regional Native Non-Profit Organization, and are the direct result
of one-day meetings held in the community. While the documents are relevant and
identify community needs at the time they were prepared, both are outdated are do not
have the comprehensive scope and breadth necessary to meet current community
planning needs. The local governing organizations have recognized this and have been
planning for more than two years on incorporating a comprehensive planning process as
that required in this document.
Other planning documents have been prepared for the community over the past decade
with the primary focus on project specific needs such as roads, clinic, electrical power,
and water and sewer. These documents are described in more detail in the Community
Background Section and listed in the Reference Section.
Current Community Plan Process
The lead organizations for development of this plan are the Koyukuk Tribal Council and
the City of Koyukuk. Other organizations that have provided input are the local
Community Schoo] Committee (CSC) and Tanana Chiefs Conference, Inc., the regional
Native Non-profit Organization. A Koyukuk Tribal Member developed this plan under
contract.
The Village of Koyukuk contracted with a private consultant in February 2007 to begin
the process of developing the CCDP. A community meeting was held in Koyukuk on
May 24 and 25, 2007 with primary purpose to develop a Mission Statement and Priorities
for the CCDP. A total of forty-eight (48) residents signed the roster as attendees for the
two-day workshop. The results of the workshop are identified in subsequent sections of
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this document. A local Working Planning Committee was established to guide local
needs as the plan was developed. The consultant prepared a draft plan for review by the
Committee and a second local meeting was held to address the draft plan. A final draft
was then prepared and reviewed by the Committee and recommended for adoption by the
Village of Koyukuk. The Community organizations subsequently approved the CCDP in
December 2008.
Figure 1: These two pictures show workshop participation on May 24-25, 2007 in Koyukuk.
Development of Mission Statement
This mission statement was drafted at a community workshop in May 2007 and adopted
by the Community of Koyukuk in December 2008. It simply but adequately
communicates the importance of sustaining the integral community while doing it in a
way that complements a healthy community for current and future generations. This
mission statement will guide the community well into the future.
‘To sustain our cultural heritage, traditional lifestyle, and a healthy environment
for future generations. We’ll accomplish this by strengthening our ways as a
community by continuing to work toward our goals.’
Summary of Goals
These are the goals and priorities in the specific categories identified by the community at
the May 2007 workshop. Further discussion will be provided in the Plan Implementation
section on specific action plans to address the priorities.
Community Facilities
Goals
1. To improve the health of all residents.
2. To improve the quality of life for all residents.
3. To improve community wellness, services and facilities.
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4. To improve public services and facilities to support community and residents.
Highest Ranking Priority Actions
Ranking Priority Actions
1 Build new clinic building to improve health services to community.
2 Make water and sewer services available preferably to individual residential homes
rather than through centralized facility.
3 Construct new multi-purpose building for multiple community programs and services
on tribal land in community.
Transportation
Goals
1. To ensure adequate and safe transportation road system within the local area.
2. To improve road system to preferred new town site on hillside.
3. To secure necessary equipment.
Highest Ranking Priority Actions
Ranking Priority Actions
1 Upgrade roads: 1) Upgrade Roads from Airport Access to Cemetery; 2) Resurface
roads as necessary; 3) Improve Road up hillside to potential new town site location;
4) Improve current roads to acceptable standards.
2 Procure néw heavy equipment: 1) Grader; 2) Cat; 3) Front-end Loader; 4) Dump
Trucks.
3 1) Secure fully equipped ambulance; Secure fire truck. |
Economy
Goals
1. To have a functional lumber production in operation.
2. To improve economy with community store business.
3. To develop local opportunities in hunting and fishing guide businesses.
Highest Ranking Priority Actions
Ranking Priority Actions
1 1) Secure new sawmill; 2). develop lumber production by local residents
2 Form and start-up new tribal Co-op store with arts and crafts outlet.
3 Develop hunting and fishing guide businesses for locals (tourism related).
Land Use and Environment
Goals
1. To provide an evacuation route and shelter.
2. To move the entire community to a more safe and stabilized location.
3. To improve residential homes with better water and sewer systems.
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Highest Ranking Priority Actions
Ranking | Priority Actions
1 1) Provide evacuation route and shelter; 2) Build evacuation shelter.
2 Begin the process of moving the entire community to the hillside.
3 Develop new potable sewage systems for new and existing homes in the community.
Community, Culture & Education
Goals
1. To preserve our Koyukon Athabascan Native cultural heritage.
2. To transfer our traditional language and skills to our youth.
3. To provide for excellent education for children, youth and adults.
4. To support services and facilities for food preservation and subsistence
activities.
Highest Ranking Priority Actions
Ranking Priority Actions
1 Plan, develop, and start-up a local culture camp for youth and adults.
2 Develop and start-up active language preservation program.
3 Seek funds and build/maintain a subsistence warehouse with walk-in freezer and smokehouse to work on and store subsistence foods.
Leadership
Goals
1. To strengthen and improve local governments.
2. To develop a strong leadership base in the community.
3. To provide residents with workforce development opportunities.
Highest Ranking Priority Actions
Ranking Priority Actions
1 To have the City Government fully active, functional, and participative in local
governance.
2 To develop strong leadership skills of both City and tribal Governments with Board
Training, Development of Policies & Procedures, financial controls, It/computer, etc.
3 To seek funds to start-up workforce development project for local residents.
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COMMUNITY BACKGROUND INFORMATION
General Environment
General Summary
The Community of Koyukuk is located in Interior Alaska in the Yukon — Koyukuk
Census Area, an area of more than 148,000 square miles. The Census Area has a 2000
population of 6,372 who reside in one of thirty-eight communities. More than sixty-three
percent of the population is Alaska Native. Fairbanks is not included in the Census Area
but generally serves as the regional hub with supplies and services flowing out to the
smaller communities. The Census Area is further subdivided into three sub areas of
which Koyukuk is identified to be located in the Koyukuk — Middle Yukon Census Sub
area with nineteen communities and a population of 3,928. These numbers are small in
comparison to the total Alaska population of more than 622,000 and a landmass of more
than 365 million acres.
Figure 2: Map of Alaska that shows location of Koyukuk.
Koyukuk has two governing bodies, the Village of Koyukuk with operation through the
Koyukuk Tribal Council, and the City of Koyukuk with operation through the Koyukuk
City Council. Each body has a seven (7) member Council. Both entities share common
administrative office and fully cooperate in the daily operations of the community. In
general, the Tribal Council, a federally recognized tribe, focuses on social, educational,
economic, political progress, cultural, housing and environmental activities. The City of
Koyukuk was incorporated in 1973 as a 2" Class City and is not part of an organized
borough. The City manages the community facility and infrastructure development of the
community. The City owns and operates the Village electrical supply system, water
treatment/washeteria, landfill, roads, clinic, fuel distribution system, and most other
community facilities.
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Location
Koyukuk is a traditional Koyukon Athabascan village. The traditional name for the
village is Meneelghaadze’ T’oh or “the village at the base of the bluff’. The village is
located at the confluence of the Yukon and Koyukuk Rivers. Because of its prominent
location at this important cultural site, Athabascan people historically gathered at
Meneelghaadze’ T’oh to trade, and participate in social and cultural events. It is said
among Native people that Koyukuk is the land of the beautiful people, a place that people
like to visit, and a place where they have a good time. Renowned Athabascan linguist,
elder, and resident, Eliza Jones explains that this is because Koyukuk is known for its
hospitality. Koyukuk also has a tradition of many storytellers, musicians, singers and
songwriters.
Koyukuk is located in western Alaska about thirty miles west of the sub-regional hub
community of Galena. The community is located 225 miles east of Nome and 290 miles
west of Fairbanks. The village lies adjacent to the Koyukuk National Wildlife Refuge and
the Innoko National Wildlife Refuge. The geographic area of the community
encompasses approximately 6.2 square miles of land. The town site itself is within the
boundaries of Doyon Limited, an ANCSA Regional Corporation, and Gana-A’ Yoo
Limited, an ANCSA Village Corporation. The community is also within the service area
of the Tanana Chiefs Conference, Inc., a regional Native Non-Profit Organization based
out of Fairbanks, Alaska.
History
The Koyukon Athabascans traditionally had spring, summer, fall, and winter camps, and
moved as the wild game migrated. Koyukuk was a traditional gathering area for trading,
social and cultural events, as stated above. Then in about 1867, a military telegraph line
was constructed along the north side of the Yukon, and Koyukuk became the site of a
telegraph station. A trading post opened around 1880, just before the gold rush of 1884-
85. Freight delivery was by steamboats on the Yukon, which supplied gold prospectors,
emerging communities, and local residents, peaked in 1900 with about 46 boats in
operation. A 1900 measles epidemic and food shortages tragically reduced the Native
population of the area by about one-third. Gold seekers left the Yukon after 1906, but
other mining activity continued sporadically throughout the region. The first school in
Koyukuk was constructed in 1939. Following the school start-up, families began to live
at Koyukuk year-round. The City was incorporated as a second-class municipality in
1973 under State of Alaska statutes. Previous to that, the community was governed
through the Village of Koyukuk, Traditional Council. The Koyukuk Tribal Council was
formally organized in the Constitution of the Native Tribe of Koyukuk, which was
adopted in 1992.
Climate
The climate can be simply characterized as cold dark winters, and short warm summers.
This interior region of Alaska has the coldest mean temperature during winter, but it has
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nice sunny summers. The region experiences a cold continental climate with extreme
temperature differences, ranging from an average daily high in the low 70’s in July to an
average daily low of 10 below zero in January. The winters are harsh and cold with
temperatures in the vicinity of 40 below being common. Summers are short and may
reach high temperatures in the low 70’s. Extreme temperatures have been measured from
64 degrees below zero to 92 degrees. The average annual precipitation is thirteen inches
per year and the average annual snowfall is sixty inches per year. The region can be
further characterized by light winds and low precipitation.
Environmental Characteristics
There are three major local environmental characteristics that provide potential serious
threats/impacts to Koyukuk — Erosion, flooding and fire danger. Erosion problems can
occur anytime the river is open and specifically during high flow events on the Yukon
River. The community also lies within a boreal forest setting and forest fire danger is a
real concern. Additionally, the community lacks viable fire suppression equipment to
fight home fires.
The entire village of Koyukuk lies within the floodplain of the Yukon River. During the
month of May, the community is subject to flooding risk in or around the village because
of river ice break-up. When the Yukon River ice first moves in May there is a danger of
ice jams down river from Koyukuk. When a jam occurs, it is like a plug being inserted
and the river stops flowing and water backs up. Koyukuk is located entirely within a
floodplain and is potentially at flood risk during spring river breakup. Residents normally
prepare for flood situations by packing up belongings. Larger more expensive items not
easily replaced such as snowmobiles, furniture, and four wheelers, are placed on rafts or
stored at higher ground. Smaller belongings are boxed up and stowed in the family cache
or other higher location for safekeeping. The most recent floods occurred in springs of
2001 and 2006. Although not the worst in memory, these events required considerable
cleanup efforts.
Another problem occurred in August 1994 when heavy rains caused severe bank erosion
problems. Flooding did not occur at the time but significant erosion took place. Several
houses that were close to the river fell into the river because of erosion. These events
happen through out the year, including floods during spring breakup ice jam events;
spring/summer/fall significant rainfall events; wind and permafrost melt at Koyukuk and
upstream. These floods are often severe, inundating a majority of the Village and
sometimes requiring evacuation of citizens to other villages. These problems have been
persistent and serious enough — often flood warnings provide only a 2 hour window to
evacuate — that the community has begun planning efforts to relocate themselves to
higher ground above the floodplain of the Yukon River upon nearby Koyukuk Mountain.
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Figure 3: Koyukuk Flood of 2006, View of the Koyukuk River
Topography
Koyukuk is situated near the foothills of the Nulato Hills, which extend approximately
300 miles along the northern bank of the Yukon River. The village is located in the
Koyukuk Flats region, an area that is generally characterized as being lowland dotted
with thaw lakes, with random meandering streams and numerous sloughs. The
geographic area can be further visualized as an area with rolling hills, numerous lakes
and waterways, and prevalence of the boreal forest. Koyukuk is also located in a
continuous permafrost zone. The vegetation in the area is generally taiga and muskeg
with black spruce, sedge, and moderately dense stands of willow. Several low bedrock
hills rise from the center of the lowland. These hills and the surrounding uplands are
composed mainly of sedimentary rocks, older volcanic rocks, and some rocks of intrusive
origin.
Figure 4: Photo from top of Koyukuk Mountain looking up the Koyukuk River Valley
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Subsistence Resources
The river environment and boreal forest provides access to renewable resources for
building homes and gathering of subsistence resources. The Koyukon people traditionally
had spring, summer, fall, and winter camps, and moved to follow the migrations of wild
game and availability of seasonal resources. The primary subsistence resources utilized
by the Indian peoples include fish, big game animals, berries, plants, and birds. Today
while most residents live year-round in the community, they still occasionally travel to
these camps to harvest fish, hunt, gather forest resources, and participate in these
important traditional and cultural activities that are ingrained in the way of life.
The boreal forest provides white spruce logs easily accessible to harvest for home
construction. More than eighty percent of the local residential homes are constructed of
local spruce logs. Utilization of this local resource is construction cost efficient and
provides the most effective heating standard for local residents. The fact is that residents
prefer log homes rather than home construction styles adopted from the outside. This
renewable resource and construction practice will continue well into the future.
The boreal forest also provides an abundance of woods to heat homes. Most homes have
a wood burning stove as primary or secondary heating source. Local woods such as white
spruce, birch, alder, and cottonwood are harvested year round to heat homes. The wood is
a renewable resource and this harvesting practice will also continue well into the future.
While the community is comprised of a mixed cash-subsistence economy, there is no
undermining the importance of subsistence foods. The fact is that subsistence remains a
vital part of the local economy, as well as the culture. The State of Alaska Yukon —
Koyukuk Subsistence Management Team estimates that the annual resident of the Yukon
— Koyukuk Census Area gathers an average of 454 pounds of subsistence foods per
person per year. This compares to an average of 23 pounds per person in Urban Alaskan
(Wolfe 2000). According to Alaska Department of Fish and Game surveys, the total
annual harvest of wild foods for the Census Area was 2.8 million pounds. The table
below provides subsistence activities information gathered by ADF&G for the Yukon —
Koyukuk Census Area.
Figure 5: Picture of Fall Subsistence Activity
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Table 1: Importance of Subsistence resources
Annual Wild Foods Harvest 2.8 million pounds
Subsistence Percentage of Population’s Calories 41%
Fish Percentage of Subsistence 65%
Land Mammals Percentage of Subsistence 31%
Per Capita Subsistence Harvest 454 pounds
The table shows that the nutritional contribution of the annual wild-food harvest is about
forty-one (41) percent of the caloric requirement of the resident population. This high
content of fish and meat in the local diet tells us that the local residents consume more
than twice the protein found in the typical American diet. The following table also shows
the breakdown of the subsistence food by weight.
Table 2: Subsistence Harvest by Species
Species Percentage by Weight
e Fish 70
e Land Mammals 27
e _Birds/Eggs 2
e Plants 1
The table illustrates the importance of the river system and salmon harvests to the local
residents. These salmon include the four major species: coho, summer chum, fall chum,
and Chinook (king) salmon. Local indigenous fish species such as whitefish, sheefish,
burbot, grayling, and pike are also included in the Fish category above and they also
provide important food resources at certain times of the year.
Economy and Population
Population
Characteristics:
The current population is listed at eighty-eight (88) people as documented in a 2006 State
Demographer count through the State of Alaska, Department of Commerce, Community
and Economic Development (DCCED). The table below shows that the population
declined approximately six percent from 1980 to 2000. However, the statistics show that
the decline in population between 2000 and 2006, a six-year period, was more significant
at thirteen (13) percent. Overall the change in population from 1980 to 2006, a twenty-six
year period, is approximately eighteen (18) percent, a fairly significant number. The
decline in population can be attributable to various factors with the most significant
related to mortality rates, lack of local employment, housing, health, and more
opportunities available outside the community.
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Table 3: Koyukuk Population Variance
980 1990 % 1994 % 2000 % 2004 % 2006 %
Pop Pop change |Pop _|change Pop change Pop change Pop change
107 126 +18 129 +2 101 - 22 98 -3 88 -10
The 2000 Census data lists the population gender as about 50 percent males and females.
More than ninety-one percent of residents are Alaskan Natives. The median age for males
is about 31, and it is 24.3 for females. Approximately thirty-nine families resided in the
community. The data lists that fifty-five housing units exist in the community. The
average family size is 3.32 persons. Of the seventy residents over fifteen years or older,
thirty-seven or fifty-three percent have never been married. Approximately thirty-nine
percent of the 70 persons are married.
Economy
Koyukuk is a typical Alaskan rural community that has an economy composed of three
basic elements: government transfer, market economy, and subsistence resources. These
three components drive the economies of most bush communities. Government transfer
monies are generally those that derive from Federal, State, and Grant sources. These
resources make up most of the village economies today. Market economy is those monies
that are generated by private sector enterprises and activities in the local community.
Subsistence resources are those assets that are derived from the land and its resources.
While the composition of the three components makes up a typical village economy like
Koyukuk’s, it is difficult to define and quantify. Census and statewide economic
indicators do not include subsistence resources in their community income and economic
data.
The fact is that Koyukuk has only a few full-time jobs, forcing many residents to rely on
seasonal, sporadic income and government transfers. Year round employment is limited
to the Tribal Council, City, clinic, post office, locally owned store, and a few part-time
jobs with the airlines as agents. Forest Fire fighting during the summer season,
construction work, and other seasonal jobs provide sporadic income to supplement
subsistence opportunities. Yukon-Koyukuk School District also provides a few seasonal
jobs at the Ella B. Vernetti School. Trapping and beadwork and other craft-making also
supplement incomes.
The 2000 census data shows that the per capita income was $11,342 and the median
income was $19,375. Employment statistics show that of the sixty-eight residents of age
sixteen and over, fifty-two were in the labor force and forty or about fifty-nine percent
were employed. The unemployment rate is shown to be twelve residents or about
eighteen percent. Also, of the above number, twelve or about twenty-four percent are not
in the labor force. The census data reflects a community of medium income and higher
employment statistics than most rural communities. These numbers have been inflated by
three major capital projects that occurred in Koyukuk about the time the census data was
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collected. These projects naturally have a much larger impact on income and employment
statistics for smaller communities such as Koyukuk.
The Alaska Department of Labor and Workforce Development and Denali Commission
currently lists the community as a distressed community with an LMI figure below the
fifty-one percent LMI threshold for classification as distressed. The classification of June
2008 is determined by comparing average income of a community to full-time minimum
wage earnings, the percentage of the population earning more than full-time minimum
wage earnings and a measure of the percentage of the population engaged in year-round
wage and salary employment. This classification also gives the community an advantage
in eligibility for various grants, programs and services.
Facilities
General Summary
This section includes the major community facilities that are provided in the village.
Major facilities in the village include: Power plant/generator, Health Clinic/Library,
City/Tribal office, Community Hall, bulk fuel storage, Telecommunications building,
and Washeteria. Ownership and operation of these facilities are provided by the City or
Tribe. Other local facilities include a general store, U.S. Post Office, School, Airport
Maintenance Building, National Guard Armory, ball field, boat landing area, and
Catholic Church.
Water Treatment Plant/Washeteria
The City operates a water treatment plant/washeteria that is directly connected to the
school complex and washeteria. The washeteria is an important facility for the
community as it provides centralized distribution point for safe drinking water, showers,
restroom, and laundry services. Residents haul their water supply from the washeteria
through a well located outside the washeteria. Solid waste from the school complex,
teacher’s quarters, and washeteria flows directly into a sewage lagoon located adjacent to
the washeteria. The existing water well was drilled in 1975 and the washeteria/water
treatment plant was built the same year. A 1987 renovation of the washeteria included the
wastewater treatment facilities removal from the washeteria facility, and a wastewater
lagoon being added. Since that time, the facility has continued to sustain heavy use and
has started to display characteristics of an aging facility. The fact is that the washeteria
been through several floods and the lower part of the building has severe water damage
and is rapidly deteriorating. In 2004, ANTHC funded and prepared a Washeteria
Renovations Construction Plan to improve the facility to meet community needs.
Improvements have been limited due to funding restrictions. A project was completed in
summer of 2008 to install a new water storage tank in the washeteria. Additionally, a
Sanitation Facilities Master Plan that was funded by ANTHC in 2005 recommended that
a new washeteria be constructed.
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Figure 6: Picture of Washeteria/Water Distribution Point
Village Power System
The electrical power generation system is new and was built in 2004-05 with funding of
approximately $4.6 million through the Denali Commission. The Denali Commission
funded the three major components of the electrical system to include the powerhouse,
bulk fuel storage, and electrical distribution system throughout the community. The new
system has four generators and approximately 122,000 gallons of storage capacity for
both gasoline and diesel fuels. Code compliant power poles, transformers and overhead
wires were upgraded. The electrical power generation system was constructed to meet
stringent flood plain and other industry standards and is expected to meet electrical power
needs for the entire community for the long term.
The City operates the electrical power generation facility at an average 2006 cost to
residents of .45 cents per kilowatt-hour. This includes a subsidy from the State of Alaska
Power Cost Equalization program. This subsidy is not established in State Statutes and
may be reduced or eliminated in the future and will impact all local power users.
Figure 7: Pictures of New Electrical Generator System
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Ella B. Vernetti School
The Ella B. Vernetti School is a part of the Yukon — Koyukuk School District and
provides students with K-10 education. The school was built in 1979 and is
approximately 6,000 square feet in size. The main school building has four classroom,
storage space, shower/restrooms, and a half-size gym. A one-unit teacher housing
building is located just adjacent to the school building. The school had two certified
teachers during the 2006-2007 school years. In addition to the two teachers there is a full-
time special education aide; a classroom aide who works 5 % hours a day; a school
secretary and a custodian/maintenance position. Currently 16 students are enrolled. High
school-aged students typically attend the last two years of high school outside the
community in the neighboring communities, or regional schools in Nenana or Fairbanks.
Community Health Clinic
The clinic was constructed in 1983 and has approximately 988 square feet of usable
space. It has a patient waiting area, one administrative office, and two patient exam
rooms. It does not have running water but is hand delivered and stored in a small potable
storage container. No indoor plumbing is available for patient or staff use.
A recent Draft Clinic business plan identifies characteristics and status of the clinic. The
present clinic (988 square feet) is housed in a single-story frame building which also
holds the community library (total building space is 1,456 square feet). A 2001 Code and
Conditions survey noted that the current Koyukuk population classifies the community as
borderline between a small and medium clinic standards. The survey further noted that
the structural integrity of the existing clinic was suspect, the building was too small, and
also noted these negative elements: There was no arctic entry. The waiting room,
bathroom, hallway and exam rooms were inadequate. The front entrance door was not
structurally sound. It also states there is very little useful space in the waiting/reception
area. The Trauma/Exam is very small. The doors do not meet ARPCF standards. The
Office/Administration area is inadequate. A Patient/holding/sleep area does not exist.
Ancillary spaces is non-existent. No Handicapped toilet room exists. No Pharmacy/lab
area exists. Storage space is minimal with only 26 square feet of storage space. A Janitor
closet is inadequate and also used for other functions. No Mechanical room/boiler room
exists. It is obvious that the current clinic is in substandard conditions and inadequate to
meet community health needs.
The Tribal Council provides administrative and supervisory support for the Community
Health Clinic. Two Health Aides staff the clinic and provide basic primary health care
and emergency services, diagnostic assessments, and dispense medications. Tanana
Chiefs Conference, the regional Non-profit organization, provides medical support with a
Community Health Aide Program Coordinator, an Instructor, and a Physician, through its
base in Fairbanks with the Chief Andrew Isaac Health Clinic (CAIHC). Patient’s travel
to Fairbanks for advanced care. Travel expenses are provided by Medicaid or CAIHC.
The Koyukuk Emergency Response Team, a volunteer group, provides additional local
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medical support. The Edgar Nollner Health Clinic located in Galena, thirty miles up river,
also provides health and mental health services to Koyukuk residents.
City Office Building
This building was built in 1990 is owned and operated by the City, is a two-story facility
constructed of three-sided logs, and is approximately 2,200 square feet in size. The
building currently houses the tribal offices on the first level with City offices on the
second level. The first level has five small offices, a storage space, and an open utility
area. The second level has a small meeting room, two offices and a furnace/mechanical
room/ small storage room. The building is centrally located across the street from the
washeteria building.
The space allocated for the tribal office is inadequate. Currently five tribal employees are
housed in the limited space and plans are to add one or more positions in the near future.
The lack of adequate space has a negative impact on the tribe’s ability to grow and take
on new programs and services.
Figure 8: Picture of City Office Building
Community Hall Center
This log structure building was built in 1981 mostly through village contributions and
community initiative efforts. The construction project substantially lacked input from
architectural design and construction standards. The hall is approximately 40 feet by 40
feet (1,600 square feet) and is built as an open single room space. The building has
electrical power but heat is with a wood stove. No water or sewer plumbing is available.
The community building provides meeting space for various community functions
including village wide meeting, workshops, and conferences, social, cultural and
traditional events such as dances, potlatches, potlucks, award recognitions, and numerous
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other local functions. It is an important facility for the cultural, traditional, and
community well-being for Koyukuk.
Figure 9: Picture of Community Hall
RR
Other Public Buildings
There are various other public buildings, facilities and services located throughout the
community and include a library, gasoline station, head start facility, a National Guard
Armory, and Post Office. The library, gasoline station, and head start facility are city
owned and operated, the National Guard Armory is maintained by the Alaska Army
National Guard, and the Post Office is owned and operated by the USPS. All these are
used intermittently as the need and funds arise, except for the newly constructed/
renovated gasoline station managed by the City. The City manages the retail gasoline
sales facility that currently consists of two 10,000-gallon horizontal steel tanks. Both
gasoline and home heating oil are provided for local consumption and purchasers.
Current prices are $5.50 per gallon for gasoline and $4.75 per gallon for heating oil. The
city has provided this fuel service to the community for more than thirty years.
Equipment
The community owns various mechanized equipment used to operate and maintain its
facilities, programs and services. All equipment is managed through the city structure and
is generally available to community and individual projects. Below is a table that lists and
describes the condition of the available equipment.
Equipment Make/Model Serial Number Condition When
Procured
Bulldozer John Deere 450 C374594 Poor, not working 1982
Front end Loader _| Case W20C 10356419 Poor, but working
Dump Truck International S-1800__|_ 1HTLFHXL4EHA57231 | poor, working
Snow machine(s) | 2 Ski-Doo’s Good
ATV, Ski-doo Fair
Pick-up Suburban Good
Sawmill Poor 1983
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Other Community Services
Sewage Lagoon
The sewage lagoon is located adjacent to the centralized water well and washeteria. It is
also connected to the school and teacher-housing unit. This is the only sewage lagoon
system in the community. It was constructed in 1987 and is single cell, about 100 feet by
120 feet with a six-foot high berm surrounding the lagoon. It is commonly acknowledged
that the lagoon while it was designed and constructed to meet dated discharge
requirements, has not functioned and been operated as intended. Problems exist with
water discharged, percolation, closeness of the community water well, and growth
vegetation in vicinity of the lagoon. A 2005 Sanitation Facilities Master Plan provides
recommendation on how the lagoon can be improved to meet environmental
requirements.
Landfill
The existing Class III landfill was constructed at its current location in 1999 and
permitted by ADEC in 2000. The landfill is operated by the City of Koyukuk. The
landfill is approximately 2.5 acres and was built to State and Federal standards with
fence, segregation of waste, and appears to be maintained to acceptable standards. The
landfill has a six-foot high fence and has a single disposal cell. The estimated useful life
was originally about twenty years if standards of operation are maintained. Refuse
collection is not available community-wide and residents are required to self haul their
waste out to the landfill. While this practice shows the self-reliance of the people, and
also reduces cost in handling their waste, indiscriminate dumping causes the landfill site
deteriorates more rapidly and drives up the cost of operation and maintenance. The city
hires a worker periodically throughout the year to maintain the landfill. Problems
identified include trash not segregated in one place, garbage is scattered, waste is not
covered on a regular basis, and no burn box or incinerator is available. Recommendations
for improvements are included in the Sanitation Facilities Master Plan of 2005.
Figure 10: Pictures of Existing Landfill
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Transportation and Roads
Airport
The primary mode of transportation into Koyukuk is air travel. The State-owned 4,000’
long by 150' wide lighted gravel runway provides year-round transportation. Runway
lights are pilot activated. Scheduled air service is provided several times per day, seven
days per week, weather permitting with service out of Fairbanks, Galena, Anchorage, and
other local communities. The airport received major improvements through the State of
Alaska in 2003-2004 and was improved to meet flood plain standards. The runway was
moved, expanded, elevated and is now serviced with pilot-activated runway lights. The
airport has an improved parking apron, a new airport equipment maintenance building,
and a grader to maintain the runway. The airport and facilities are owned and maintained
by the State of Alaska, Department of Transportation and Public Facilities. The runway
has the capacity to service larger cargo aircraft such as DC-3 or similar type of aircraft.
Figure 11: Pictures of Airport Runway and Apron/Equipment Storage Building
Local Roads
The community has approximately four miles of local roads throughout the community
proper and to the community gravesite. Local roads are a mixture of composite material
made up of gravel, crushed rock, and dirt secured from the local area. These four miles of
roads were improved in 2003 — 2004 with funding by the Bureau of Indian Affairs. There
are about five cars or trucks that regularly use the road system. Others use the roads with
four-wheelers and snow machines at different times of the year.
River/Trails
The river system serves an important function as a highway for freight delivery and boat
and snow machine transportation during both summer and winter. Supplies are delivered
by barge about four times each summer on both scheduled barge services and special
deliveries. The river is generally passable for boat traffic from approximately Mid-May
to September 30. Freeze up normally takes about a month-and-a-half and is generally
passable for snow machine traffic about Mid-November to April 15. Numerous local
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trails and winter trails connect residents to neighboring Villages of Huslia, Galena, and
Nulato, and to access subsistence and cultural use areas. Snow machines, ATVs and
riverboats are used for local transportation.
Community Water/Sewer
Most residential users haul their potable water from the centralized washeteria watering
point. The farthest residential user is about one-half mile away. Water delivery is by
various means including ATV’s, trucks, wheelbarrow, or simply carrying by hand. For
raw sewage, outhouses or self-haul honey buckets are the norm throughout the
community as most residents dump these at pit privies or other unimproved disposal
areas near their homes. Five households and the clinic are connected to a community Co-
Water flush/haul water delivery/sewer collection system. This system has not operated
reliably because of equipment and maintenance problems and service costs.
Housing
The 2000 Census identifies fifty-three houses in the community with thirty-three of them
occupied. All homes have electrical systems and most have fuel heater with backup wood
stove. Most of the homes are owner built and are less than five hundred (500) square feet
in size. These homes are generally constructed of white spruce logs, a prevalent local
resource important for home construction. These are a mixture of round versus three-
sided log structures. About twenty percent of the homes are constructed of plywood and
T-111 wood textures.
Figure 12: Pictures of Current Homes / White Spruce Structures
The community subcontracts its HUD NAHASDA housing funds to the Interior Regional
Housing Authority, a regional housing authority based out of Fairbanks. Most of the
housing services directed to the community has been to rehab/modernize existing homes
rather than built new structures. IRHA is reluctant to build new residential homes in
Koyukuk because of the community location in a flood plain area and the high cost of
elevating homes above the flood plain mark. Also, the small population of the
community affects the dollars available to improve housing stock and the community has
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to generally build up funds to develop housing projects. On an annual basis there is
approximately $106,000 available to do projects in the community. By the time overhead
and administrative costs are applied, there are only enough funds to do three to four
projects in the community. IRHA has also provided technical and funding assistance to
build new houses with sweat equity and materials purchases. Some of the younger
residents are utilizing this service to help build homes. Between 2003 and 2006, IRHA
improved thirteen homes in the community for total cost of approximately $526,465.
Figure 13: Map of IRHA Member Villages
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PRIORITY IMPLEMENTATION
COMMUNITY FACILITIES
Summary
The community of Koyukuk identified a number of critical issues and needs to be
addressed under the category of Community Facilities. The top priorities include a new
clinic building, water and sewer improvements, and-a new multi-purpose building. These
priorities can be categorized as basic life and safety needs that are critical to maintaining
the community environment to acceptable standards. This section describes the current
status of the identified priorities, defines and problem/need, identifies recommendations,
and provides an Implementation Plan.
Priority # 1 - New Clinic
Current Status of Existing Clinic:
The building was force-account constructed in 1983 by the City of Koyukuk with funding
of $120,000 by the State of Alaska Capital Project funds. The original building was
constructed as a combined clinic and library facility of approximately 1,456 square feet.
The clinic portion is approximately 988 square feet. The clinic has four room areas: 1) an
entrance waiting/reception room; 2) an office/administration room; 3) an exam/trauma
room; and 4) a pharmacy/lab room that also serves as second exam room. Heating is
provided through a fuel oil furnace that provides heat throughout the entire building.
Water is hauled from the local water well and stored in local storage container in
building. Water is then distributed through a piped water system throughout the clinic.
The clinic sewer system has a localized co-water type storage tank outside the building.
Waste is discharged from the building into the storage tank. The clinic staff is managed
by the Tanana Chiefs Conference, Inc. (TCC) under a regional health care delivery
system program. Two health aides, a primary and a secondary Community Health
Practitioner (CHP) provide basic primary health care and emergency services, diagnostic
assessments, and dispense medications. TCC provides additional medical support
through its base in Fairbanks with the Chief Andrew Isaac Health Clinic (CAIHC).
Patient travel to Fairbanks for follow-up care is coordinated through CAIHC. The
Koyukuk Emergency Response Team, a local volunteer group, provides local medical
support as needed.
Problem/Need:
The major problems with the existing clinic can be simply stated as: 1) the clinic facility
is old; 2) the clinic is too small; 3) is structurally deficient to meet health care standards;
and 4) does not adequately meet the health care needs of the community. These
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deficiencies were identified in clinic assessment report conducted in 2002 through a
cooperative agreement with the Denali Commission.
The Alaska Rural Primary Care Facility Assessment and Inventory Survey Report dated
February 26, 2002, provided a detailed status summary of the Koyukuk Health Clinic.
This report was funded by Denali Commission to provide management of the small clinic
program under the Alaska Rural Primary Care Facility for assessment, planning, design,
and construction for more than 200 small clinics in Alaska. The purpose of the report was
to provide the applicable community with a uniform standard of evaluation of
comparison with other communities for health clinic standards. The report for the
Koyukuk health Clinic describes a health clinic facility that is simply too old, too small,
and structurally deficient as a health clinic facility to meet the health care needs of the
community. The report determines that the Koyukuk Clinic is in such an adverse
condition in terms of the code deficiencies that the recommended option is to build a
totally new clinic.
The report identifies the existing clinic facility as more than thirty years old. The City of
Koyukuk originally built the facility as a combined clinic and library building through a
local forced-account project with $120,000 of source funding through the State of Alaska.
The building construction was of wood frame on wood-treated pilings and lacked
architectural or engineering input. The building was built to residential standards and
numerous structural problems have developed over the years. For example, multiple
attempts to correct foundations problems, as well as other structural problems, have been
attempted since initial construction. It is commonly acknowledged that similar type
buildings in Interior Rural Alaska, without comprehensive A/E design or construction
standards have facility life spans of less than thirty years. The report states that the age of
the clinic is beyond it useful facility life and recommends that it be replaced.
The report states that the current clinic at approximately 988 gross square feet has a
health clinic space deficiency of 1,001 square feet. The total square feet of an acceptable
clinic in Koyukuk should have 1,989 gross square feet. This recommendation is based on
ARPCF Guidelines and the Koyukuk 2000 Census Population of 101 residents. The
report recommends that the health clinic space in the community be increased to
acceptable standards.
The report clearly identifies the deficiencies that exist in the clinic and they can generally
be categorized as structural and those that do not meet ARPCF standards. First of all, the
foundation structure is clearly deficient and substandard. This is documented in the
report. Additionally, ARPCF deficiencies can be identified for ADA or Code violations
and are defined as the following: 1) Clearances at the entry door do not meet ADA
standards; 2) The bathroom is not designed to meet ADA standards; 3) The exam or
trauma room is too small; 4) The corridor widths are too narrow; 5) There is inadequate
storage space; 6) There are no arctic entries; 7) Door sizes are too small; 8) There is not
ADA accessibility to the entries; 9) There is no ramp; and 10) stairs do not comply with
ADA standards.
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Recommendation:
The report identifies the options for the community: 1) Renovate/modify the existing
clinic space to include adding the library space; 2) Build new clinic; 3) Do nothing.
The report recommends that a new clinic be built to ARPCF standards and the
community supports this recommendation. The following section outlines a plan to build
a new Clinic. The implementation of this plan can begin almost immediately since it is a
project in progress. The project should be given a five-year planning horizon for
planning, development and implementation.
Implementation Plan:
Priority Actions for New Clinic
Determine local entity that takes lead in development of new clinic.
Define scope, location, and estimated cost of project.
Appoint lead community person to lead development of project.
Lead person may establish local working committee to spearhead development.
Working committee to begin planning for new project.
a. Research
b. Options
c. Project scope and Cost.
Review Denali Commission Business Plan Requirements.
Complete Denali Commission Business Plan.
Conduct detailed funding search for clinic funding sources.
a. Federal Grants
b. State Grants
c. Private Sector Grants
d. Other Sources
9. Secure adequate funds to build clinic.
10. Build clinic in accordance to Denali Commission ARPCF Standards.
11. Provide quality management and operation of the clinic. ie OS em Lead Organizations & Timelines
Priority Description of Task Lead Organization Timelines
1 Determine lead organization City or Council Year 1
2 Define Project Lead Organization Year 1
3 Appoint Lead Person in Community City and Council Joint Year 1
4 Establish Local Working Group Lead Organization Year 1
a Begin work on Project Work Group/Lead Person Year 1-2
6 Review Denali Commission Business Plan Work Group/Lead Person Year 1-2
Requirements
7 Complete Denali Commission Business Plan Work Group/Lead Person Year 1-2
8 Conduct funding search Work Group/Lead Person Year 1-2
9 Secure adequate project funds Work Group/Lead Person Year 1-3
10 Build clinic to standards Work Group/Lead Person Year 3-5
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ll Manage and operate clinic to quality standards Lead organization Year 3-5 +
Priority # 2 — Water and Sewer Improvements
Current Status of Water and Sewer:
Most residential homes lack running water and sewer systems. The exceptions are the one
teacher-housing unit and five residential homes connected to the Co-Water flush/haul
water delivery/sewer collection system. A centralized washeteria provides through a
community well a potable water distribution point where water is collected and
transported by the individual residential user to individual homes. Most homes are within
a half-mile of the water distribution point. Users transport their water by wheelbarrows,
four-wheelers, trucks, or simply carry water to their homes. Homes have one or two
twenty-to-thirty gallon plastic water containers to store the water. This has been the
common practice for the past thirty years since the well/washeteria was built. Individual
home sewer systems are non-existent except for the one teacher-housing unit and the five
homes that are connected to the Co-water flush/haul system. Most homes use the honey
bucket and outhouse system where human wastes are collected to be disposed of in an
outhouse or outdoor pit. The outhouses and pits are naturally leached and waste is
processed into the ground system.
Problem/Need:
Most third world countries have more advanced water and sewer systems than that which
exists today in Koyukuk. The discussion that follows will focus on simple layman
description of the problems and issues that exist in the community today. The more
comprehensive and analytical discussion are reserved for referenced documents and more
detailed project specific documents for the future that will address these problems. The
community goal at this point is to simply get the message across of the magnitude of the
problem.
For sewage problems and issues, in simple terms, most outside people have no concept of
the difficult experience and extreme harshness of using an unheated outhouse at three
A.M. in the early morning during the middle of the winter when it is -60 below. All of
the residential homes, except for the teacher-housing unit, and five households connected
to the Co-water system, have no indoor sewage systems except for honey buckets.
Wastewater from cleaning, cooking and simply washing, are dumped into a five-gallon
honey bucket usually located in a corner of the house near the door. This honey bucket is
emptied periodically into an outhouse located next to the home. During spring thaw
sometimes these outhouses overflow as they fill with spring melt water. There are a host
of related health, safety, sanitation and cleaning problems that are more prevalent and
contagious in such conditions.
The potable water distribution system has its source water from a community well of
approximately 200 feet depth. The well was drilled as a part of the Washeteria Project
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built in 1976 with source funding from the Alaska Village Safewater Program. The
existing water supply has some mechanical and operational problems. First, the
mechanical equipment is more than thirty years old and is reaching its maximum life
efficiency level. The 5,000 gallon water storage tank in the basement of the washeteria is
corroded and needs to be emptied, serviced, or replaced. The electrical and mechanical
equipment that services the well are starting to show wear and tear and compromises the
flow of water and its safe condition.
The other side of the equation is the inefficiency and difficulty for residential users to
access the water supply. The community is spread-out over a six square-mile area and not
compacted like most other villages are. It is approximately 1.5 mile from one end of the
village to the other. While the water well is located about the community center it is still
more than a half-mile from the farthest residential home. Most residents have to haul
their own water from the well. The community currently has three functioning cars/trucks
that are personally owned. About ten 4-wheelers or All Terrain Vehicles (ATV) are also
personally owned in the community. Most residential users have water hauled by wheel
barrow and ATV’s. Some simply carry water to their residences. This has been the
normal process for more than thirty years.
Recommendation:
The community would like to make water and sewer services available to individual
residential homes rather than through centralized facility. It has been recommended by
previous studies that a community-wide water and sewer system is not feasible because
of the high cost. An option was for individual wells to be located throughout the
community with individual water tanks located in residences. Sewer systems would be
septic tanks located adjacent to homes, possibly leached/filtered into the ground. A
system that functions on low water use and require less maintenance will be the preferred
option. This project should be viewed as a long-term project with at least a five year
planning horizon. The implementation plan can be initialized within the next year and
should extend out for at least five years.
Implementation Plan:
Priority Actions for Water and Sewer Improvements
Determine local lead organization.
Evaluate alternatives for project.
Appoint lead community person to lead development of project.
Establish local working committee to spearhead development.
Define scope, location, and estimated cost of project.
Begin planning for new project.
a. Research
b. Options
c. Project scope and Cost.
7. Conduct detailed funding search for funding sources. ae Ss
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Federal Grants
State Grants
Private Sector Grants
g. Other Sources
8. Secure funds to begin to build project. mop Lead Organizations & Timelines
Priority Description of Task Lead Organization Timelines
1 Determine lead organization City or Council Year 1
2 Appoint Lead Person in Community City and Council Joint Year 1
3 Establish Local Working Group _ Lead Organization Year 1
4 Define Project Lead Organization Year 1-2
5 Begin work on Project Work Group/Lead Person Year 1-2
6 Conduct funding search Work Group/Lead Person Year 1-3
7 Secure adequate project funds Work Group/Lead Person Year 1-3
8 Build Project as designed Work Group/Lead Person Year 3-5
9 Manage/operate project to quality standards Lead organization Year 5+
Priority # 3 — New Multi-Purpose Building
Current Existing Program/Service:
Project planning began for this project more than ten years ago and no similar building
exists in the community. Planning began about 1994 and continued to the extent that in
1995 the City had an A/E Design for the project completed by USKH of Anchorage,
Alaska. Construction funding search was unsuccessful and the project became somewhat
dormant. The original scope of the project was a multipurpose building with Tribal
offices, Elders Meals Program, Teacher Housing, and Lodging Rooms with a total gross
area of 3,337 square feet. The current project plans are minimally revised to delete the
teacher-housing unit, and expand tribal space needs. The size of the facility is intended to
remain about the same. The building will be built on tribal land available in the
community. Site control issues are resolved.
Problem/Need:
The building will serve multiple functions to include providing offices and meeting space
for the tribal council, provide kitchen and dining facilities for the elder’s meals program,
and provide transient housing for overnight visitors to Koyukuk. The building will serve
an important need in the community.
The current tribal council office is located in the City Office Building shared with the
City Office. This building is more than twenty-five year old and does not have the space
to adequately house tribal staff, programs and services. The tribe currently has on average
six full-time employees who provide management, administrative, or program/service
functions that are based out of the City Office Building. Four offices for six staff require
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sharing or allocating space use and generally results in deteriorating quality of services to
constituents.
No lodging facility is available but the school sometimes provides accommodations
during the school year for a nominal fee. Also, residents often open their homes to
visitors as the need arises. However, visitors to the community, be they service providers,
tourists, visitors from surrounding villages, or any other people that have some other
interest in visiting the community will be more likely to return if there is lodging
available throughout the year. The availability of lodging services is a big plus for any
small rural community.
Recommendation:
The community’s recommendation is that the 1995 Design Plan be resurrected with
minor revisions for building use and the project moved forward for development. The
new project will expand tribal office space, keep lodging facilities, keep space for the
Elders Meals Program, and delete the teacher-housing unit. The location and total space
will remain the same. The water and sewer system for this building will incorporate
current community plans into these systems and will include analysis of cost,
maintenance, operation, and efficiency of operation into its features. This should be
considered a works-in-progress project and can be implemented fairly quickly once the
decision is made to move forward on planning and development. The planning horizon
should be fairly short term, for three years, since progress can be measured more easily
than other projects. The plan should be revised periodically and should be thoroughly
reviewed after three years if not much progress is achieved.
Implementation Plan:
Priority Actions for New Multipurpose Building
Determine local lead organization.
Appoint lead community person to lead development of project.
Establish local working committee to spearhead development.
Evaluate alternatives for project.
Define scope, location, site control, and estimated cost of project.
a. Begin planning for new project.
i. Research
ii. Options
iii. Project scope and Cost.
iv. Resolve site control issues.
6. Conduct detailed funding search for funding sources.
a. Federal Grants
c. State Grants
b. Private Sector Grants
c. Other Sources
7. Secure funds to begin to build project. ee ae
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8. Build Project as designed.
9. Manage and operate project effectively.
Lead Organizations & Timelines
Priority Description of Task Lead Organization Timelines
1 Determine lead organization City or Council Year 1
2 Appoint Lead Person in Community City and Council Joint Year 1
3 Establish Local Working Group Lead Organization Year 1
4 Evaluate alternative for project Lead Organization Year 1
5 Define Project/Site control Lead Organization Year 1
6 Conduct funding search Work Group/Lead Person Year 1-3
ik Secure adequate project funds Work Group/Lead Person Year 1-2
8 Build Project as designed Work Group/Lead Person Year 2-3
9 Manage and operate project Lead organization Year 3+
effectively
TRANSPORTATION
Summary
The community identified three main goals in this category: 1) To ensure adequate and
safe transportation road system within the local area; 2) To improve road system to
selected new town site on hillside; and 3) To secure necessary equipment. While the
existing roads have been substantially improved over the past ten years, additional
maintenance and improvements are necessary to ensure the roads remain safe and meet
the needs of residents for the next ten years and longer. New heavy equipment is
necessary to maintain roads and other infrastructure as existing equipment has exceeded
the useful life. An ambulance and fire truck will enhance the ability to protect life and
property for the community.
Priority # 1 — Upgrade Roads
Current Status of existing Roads:
The federal government provided funding to improve existing roads and construct new
roads throughout the community and to the gravesite approximately two miles north of
the community. This project was completed in 1999. Before the project, the existing
roads were mostly trails and paths composed of porous silt sand material and no more
than fifteen feet in width. Motor vehicle travel was extremely limited. The new road
construction greatly improved about four miles of road throughout the existing
community proper and to the gravesite. The construction of the roads required substantial
gravel and crushed rock material excavated from a site below the gravesite. The road was
elevated and widened to approximately twenty feet and has a gravel/crushed rock base.
The road system greatly improved vehicular travel throughout the community, and to the
airport and gravesite. The road also allows partial access to the preliminary selected new
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town site below the gravesite. The road system while it is fairly new and in good
condition, requires maintenance and improvements to keep it functional to meet the needs
of the community for the next ten years, and beyond.
Problem/Need:
Gravel roads require constant maintenance and improvement at certain times of the year
to keep it functional for community needs. Any gravel road will experience frost heave,
thaw settlement, and potholes during increment weather conditions. At other times dust
can be a major health concern for some with associated problems. The 2005 Koyukuk
Sanitation Facilities Master Plan, prepared for ANTHC under contract, states that the
local roads need resurfacing with more gravel. It further states that the road becomes
slippery while wet and that dust is a major problem for some residents. The Plan further
states that signs of frost heave and thaw settlement are evident at certain sections of the
road. A maintenance and improvement plan is necessary to keep the road functional to
meet local needs well into the future.
Recommendation:
The community recommends that local roads be maintained to acceptable conditions. A
short-term plan should be produced that will address the road maintenance issues
identified above. The community will then begin planning for a Long Range
Transportation Plan that will include maintenance of existing and new roads, as well as
other transportation corridors in the general environment. Through this effort, the ability
to maintain and improve the long-term local road system will be greatly enhanced. The
short-term plan can be prepared within one year and the Long Range Transportation Plan
can be prepared within two years. Maintenance and improvement of the road system will
be long term.
Implementation Plan:
Priority Actions to Upgrade Roads
1. Develop Short Term Road Maintenance & Improvement Plan
Develop Long Range Transportation Plan
Upgrade roads from Airport Access to Cemetery.
Resurface roads as necessary to address concerns identified above.
Improve road up hillside to potential new Town site location.
Improve current roads to make acceptable standards. AWPWNH Lead Organizations and timelines
Priority Description of Task Lead Organization Timelines
1 Develop Short Term Road M&I Plan City or Tribe Year 1
2 Develop Long Range Transportation Plan Lead Organization Year 1-2
3 Upgrade road from Airport to Cemetery Lead Organization Year 2-3
4 Resurface Roads as Necessary Lead Organization Year 2-4
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wn Improve Road to Hillside Lead Organization Year 1 +
6 Maintain/Improve current Roads Lead Organization Year 1 +
Priority # 2 —- Procure Heavy Equipment
Current Status of existing Equipment:
The community owns three heavy equipment vehicles used to operate and maintain its
facilities, programs and services. The equipment includes a John Deere 450 Bulldozer, a
Case W200 Front-end Loader, and an International S-1800 Dump truck. All the
equipment is owned and operated by the City and is generally available for community
and individual projects. The equipment was purchased with State of Alaska funds during
the 1980’s and 1990’s and all are currently experiencing mechanical problems or are non-
operational at this time. The community does not have a grader to maintain existing
roads. The State of Alaska maintains a grader in an airport storage building for runway
use only. In general maintenance of heavy equipment is always an issue for small rural
communities because of lack of skilled personnel, parts, and service necessary to keep the
equipment functional and operational.
Figure 14: Community Bulldozer and Front End Loader
Problem/Need:
In general the existing equipment is aged, has reached the plateau of useful life, and
needs to be replaced. All the equipment shows wear and tear from heavy use. Also the
need exists for a grader to maintain existing roads for year-round vehicular traffic.
Because local roads are not maintained and cleared during winter months, vehicle traffic
during the seven months from October through April is restricted to snow-machine and
ATV’s only.
A medium-sized grader is needed to maintain and improve existing roads to allow for use
throughout the year and to meet the needs of Priority #1, Upgrade Roads, in the section.
The grader can be used as back up for the State Airport Runway maintenance and can be
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used to develop other community priority needs such as relocation of the community to
the hillside.
The John Deere Bulldozer was purchased new about 1980 and has been overhauled and
serviced about three times. This equipment is critical for the community as it is used to
move small buildings, equipment, freight, heavy parts or lumber, and numerous other
local tasks. It is also used by local residents to launch and remove boats, move logs and
lumber, landscaping, and do many other residential tasks. This equipment is aged and is
now mostly inoperable because it has basically worn out. There is no other bulldozer
available in the community for local use.
The small front-end loader was purchased new in about 1988 and is operational but has
numerous mechanical problems that compromise its efficient use. The equipment also
lacks a rear backhoe attachment that is needed to excavate dirt for specific projects. The
front-end loader has been used for numerous local projects to maintain and improve
existing facilities, programs, and services, as well as for residential needs.
The Dump Truck was purchased in 1994 and is operable but is showing various
mechanical problems related to wear and tear. This piece of equipment is important to
maintain existing community infrastructure and to develop new residential properties and
needs to be replaced with comparable equipment.
Recommendation:
The community recommendation is that a planning process be implemented to replace the
aging existing equipment and to include securing a grader. It is further recommended that
the existing equipment be included for salvage value and transport out of the community.
This is a tangible project that is measurable and can be implemented fairly soon. The
planning process should begin in year one and should extend for a minimum of three
years. If substantial progress is not made during this time then further analysis or revision
of the planning process will be required.
Implementation Plan:
Priority Actions to Procure Equipment
Establish lead organization.
Prepare Needs Assessment of future needs for new equipment.
Determine cost analysis for new equipment.
Factor in salvage value for old equipment.
Identify and seek funds to purchase equipment.
Attain necessary funds and purchase equipment.
Ensure delivery of equipment/removal of old. Se OS a ee |
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Lead Organizations and Timelines
Priority Description Lead Organization Timelines
1 Establish Lead Organization City or Tribe Year 1
2 Prepare Needs Assessment of future Needs Lead Organization Year 1
for New Equipment
3 Determine Cost Analysis Lead Organization Year 1
4 Factor in Salvage value — Old Equipment Lead Organization Year 1
5 Seek funds to Purchase Equipment Lead Organization Year 1-2
6 Secure Funds to buy Equipment Lead Organization Year 2-3
7 Ensure Delivery of New Equipment Lead Organization Year 3
Priority # 3 - Secure Fully Equipped Ambulance & Fire truck
Current Status of existing Equipment:
This is a new objective since no ambulance or Fire truck exists in the community. If
patients need transportation to and from homes, or to the clinic or airport for medical
evacuations, they are generally transported by personal motorized equipment such as
ATV’s or Snow-machines or by the community GMC Suburban. The community clinic is
small and is included as a priority project to be replaced under this plan, and staffing is by
mid-level practitioners, with a Primary Community Health Practitioner and a Secondary
Community Health Practitioner who fills in for the primary and assists in emergency
cases. A local volunteer group provides back-up assistance in emergencies. Also, the
community does not have a Fire truck and there is no community-wide firefighting plan.
Problem/Need:
A small fully equipped ambulance will efficiently serve the needs of a community of this
size. This vehicle will allow quality transport of patients to and from homes to the clinic
or airport. The current manner of transporting patients is by ATV’s or Snow-machines or
by the Community SUV. This process compromises the quality of healthcare in many
ways. The level of medical care for trauma or medical emergencies is decreased when
transport methods are by non-medical vehicles. When people’s lives literally ‘hang in the
balance’ an ambulance can mean the difference between life and death. Koyukuk has
seen its share of these circumstances. A Fire truck is also needed to help protect life and
property.
Recommendation:
The community recommends that a planning process be implemented with the objective
of securing funds: 1) to obtain a small ambulance; and 2) To obtain a Fire truck. This
planning process can be accomplished in many ways, as additional to the new clinic
project or incorporated into the planning process for the heavy equipment identified in
the previous subsection. Either way this planning process can be immediate to start in
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year one and conclude in year three. If not successful after year three, then further
analysis or revision of planning process may be required.
Implementation Plan:
Priority Actions to Procure New Ambulance
Establish lead organization.
Define planning process/Needs Assessment.
Determine Equipment and Cost Analysis.
Identify and Seek Funds.
Secure Ambulance & fire truck. eS Lead Organizations and Timelines
Priority Description Lead Organization Timelines
1 Establish Lead Organization City or Tribe Year 1
2 Define Planning Process/Needs Assessment Lead Organization Year 1
3 Determine Equipment/Cost Analysis Lead Organization Year 1
4 Identify and Seek Funds Lead Organization Year 2
SD Secure Ambulance & fire truck Lead Organization Year 3
ECONOMY
Summary
In this category the community identifies three goals to improve the private-sector
economy: 1) expand local lumber production; 2) Start-up a new Tribal Co-operative
Store; and 3) Develop local guide business opportunities. The fact is that there are few
private enterprises that exist in the community. The State of Alaska lists one business,
Kateel Enterprises, a local for-profit sole-proprietorship general store as the only local
enterprise with an established business license. A few local residents generate some
income by providing firewood to customers, hauling supplies, materials and freight, and
providing manual labor to other residents. However, the fact is that the majority of the
jobs and cash flow to the community is provided by government transfer payments
through welfare, subsidies, grants, post office, and school. Subsistence activities through
harvesting food resources, trapping, and developing value-added arts and crafts are an
important part of the local economy. The community realizes the importance of
developing a viable private-sector economy as an integral element for future community
growth. Development of these three activities will generally follow the same pattern that
is to establish a lead organization, conduct feasibility analysis, develop business plan,
identify and seek sources of funds, secure sources of funds, and start-up the business
venture. Any development will require active participation of local organizations.
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Priority # 1 - Expand Lumber Production
Current Status of existing Lumber Production:
The community has a portable sawmill that was purchased new about 1980. It has been
used sporadically over the years without a defined business or comprehensive plan to
expand its use to full capacity. Most of the milled production has been for three-sided
logs for local building construction. No one local person has been elevated to be ‘king of
the sawmill’ as generally is the case with this type of rural community activity. Hence,
operation and maintenance of the sawmill has not been to its optimal efficiency. An
organized and community established lumber production enterprise where rough lumber
or three-sided logs are milled for sale to others do not exist. Use of the mill has been
generally for personal lumber production in the form of three-sided white spruce logs.
Figure 15: Picture of Existing Sawmill
Problem/Need:
The existing equipment is approaching thirty years old and is probably nearing its
maximum useful life. Wear and tear greatly diminishes the safety and efficiency of
operation and maintenance of these types of sawmills. A new sawmill is needed to
expand lumber production. The first task needed is to develop a Business Plan to expand
the lumber production. The Business Plan will include detailed analysis of
product/service, equipment, facilities, market, management, operation, and other
variables that will help to guide the business over the long term. The Business Plan will
not only guide the business activity but will also make it easier to attract sources of funds
to expand operation.
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Recommendation:
The community recommendation is to begin a planning process to expand the local
lumber production. The primary tasks will be to develop a Business Plan, secure a new
sawmill, and start-up operation. This effort should be a community endeavor directed by
a local governing entity to maximize employment opportunities. This is a tangible project
that can reasonably be implemented in a short-term period. Therefore, the timeline should
be set at three years or less. If minimal progress is made after three years then revisions
may be necessary.
Implementation Plan:
Priority Actions to Expand Lumber Production
Establish Lead Organization.
Conduct Feasibility Analysis
Develop Business Plan
Identify and Seek Sources of Funds.
Secure Sources of Funds.
Start-up, Operate & Manage Business ONE Lead Organizations and timelines
Priority Description Lead Organization Timelines
1 Establish Lead Organization City or Tribe Year 1
Zz Conduct Feasibility Analysis Lead Organization Year 1
3 Develop Business Plan Lead Organization Year 1
4 Identify & Seek Sources of Funds Lead Organization Year 2
5 Secure Sources of Funds Lead Organization Year 3
6 Start-up, Operate & Manage Business Lead Organization Year 3
Priority # 2 — Start-up New Tribal Co-op Store/Arts & Crafts Outlet
Current Status of existing Service
This Co-op Store will be a new enterprise for the community. One local general store has
been operating in the community since about 1980. This store is a sole-proprietorship and
has experienced operating difficulties in the past two to three years because of various
reasons. Availability of merchandise and store open hours is inconsistent and prices have
continued to increase. Residents often travel out of town to Galena or even Fairbanks to
do their shopping. Others order through mail generally from discount wholesalers in
Fairbanks or elsewhere on a regular and intermittent basis. The community also would
like to establish an organized and effective outlet for local arts and crafts. More than fifty
percent of the adult population in the community has produced arts and craft items at
some point in their lives. The types of activity include building sleds, snowshoes, tools,
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implements, and miniature models of wood products, as well as the various skin, fur and
bone value-added products from animals. There is a market niche for these specialty
products that the community has a definite competitive advantage in producing. The Co-
op Store can provide the stimulus to expand this activity.
Problem/Need:
In general there exists a need to improve the availability of general merchandise for local
residents especially those who have limited resources to purchase basic merchandise such
as food and consumer products. The one general store that is operated as a sole-
proprietorship has limited products and services and inconsistent business hours. Cash
flow drains out of the community to outside vendors to secure general merchandise that
could be procured locally. A need also exist to improve the marketing outlet for locally
produced arts and crafts. Local producers do not have a reliable outlet for their products,
prices vary substantially, and younger folks do not have the incentive to learn the
craftwork. There is a need to organize some form of community-wide effort such as this
proposal to address these concerns and issues.
Recommendations:
The community recommendation is that a planning process be initiated that will explore
formation of this local endeavor. The first key tasks will be to conduct a feasibility
analysis and develop the prerequisite Business Plan that will include detailed analysis of
both the general store and arts and crafts outlet. The Business Plan will serve two
purposes: 1) To guide formation and start-up of the business venture, and 2) will help
identify funding needs and secure sources of funds. This project should have a longer
planning horizon of up to five years.
Implementation Plan:
Priority Actions to Form/Start-up Co-op Store/Arts & Crafts Outlet
Establish Lead Organization.
Conduct Feasibility Analysis.
Develop Business Plan.
Identify and Seek Sources of Funds.
Secure Sources of Funds.
Start-up, Operate, & Manage Venture. oy ES ON Lead Organizations and Timelines
Priority Description Lead Organization Timelines
1 Establish Lead Organization City or Tribe Year 1
2 Conduct Feasibility Analysis Lead Organization Year 1
3 Develop Business Plan Lead Organization Year 2
4 Identify & Seek Sources of Funds Lead Organization Year 3
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wn Secure Sources of Funds Lead Organization Year 4
6 Start-up, Operate & Manage Venture Lead Organization Year 5
Priority # 3 — Develop Hunting & Fishing Guide Businesses
Current Status of existing Service:
This will be a new activity since no one in the community is licensed to provide this type
of service. A few guides operate out of the regional hub community of Galena, located
about thirty miles east of Koyukuk. Most of the activity focuses on big game hunting for
moose, generally in the late summer and early fall season. The main area targeted is the
Koyukuk Wildlife Refuge that is accessible by air and boats from the Koyukuk River.
There are about fifteen adults in the community who have the knowledge, skills, abilities,
and capacity to become involved in guiding businesses. Careful scrutiny of the guide
activities will be necessary to minimize adverse effects to subsistence resources.
Problem/Need:
The problem is that no one in the community actively participates in guiding operations
even though such operations are provided and based out of other neighboring
communities. Some of the residents have the qualifications to become involved in this
activity and may just need community support and effort to participate. The opportunity
to generate cash flow is not being used. This is a local renewable resource that should be
tapped into. It is expected that guiding businesses will continue to grow in this area of the
State since these activities involve renewable resources.
Recommendations:
The community recommends that a planning process be implemented that will develop
guiding businesses for residents in the community. While the individual residents will
operate their particular business enterprises, the community can assist with formation,
business start-up, and operation. The community can act as a conduit or clearinghouse for
start-up funds, researching licensing, business operation, and management requirements.
By doing so, the concerns of competition for subsistence resources can be mitigated.
The community will conduct research on the license requirements for the potential
operators. This research will include Business License, Six-Pac License, and other
proficiency and document requirements such as written tests, or CPR and First Aid.
The timeline for this project should be at least five years.
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Implementation Plan:
Priority Actions to Develop Businesses
Establish Lead Organization.
Conduct Feasibility Study.
Develop Business Plan(s).
Identify and Seek Resources to develop Guides.
Help Start-up Guide Businesses.
Provide Follow-up Technical Assistance. Qn SS Lead Organizations and Timelines
Priority Description Lead Organization Timelines
1 Establish Lead Organization City or Tribe Year 1
2 Conduct Feasibility Study Lead Organization Year 1
3 Develop Business Plan(s) Lead Organization Year 2
4 Identify & Seek Resources Lead Organization Year 3
5 Help Start-up Guide Businesses Lead Organization Year 4
6 Provide Follow-up Technical Assistance Lead Organization Year 5
LAND USE AND ENVIRONMENT
Summary
In this category the community identifies three goals: 1) To improve erosion control and
stabilize the riverbank; 2) To move the entire community to a more safe and stabilized
location; and 3) to improve residential homes with better sewer systems. The priorities
are: 1) Develop an erosion control project to stabilize the riverbank; 2) Begin moving the
community to hillside; and 3) to develop new potable sewage systems for homes. These
are critical issues that need to be addressed in a long-term comprehensive manner that
will sustain the integral community and provide the means for orderly development. The
fact is that these goals are mutually inclusive and development of one will determine how
the others are addressed. For example, if the first choice is to move the entire community
to the hillside, about a mile above the existing community, the efforts for erosion control
and providing better sewer systems will change.
Priority # 1 — Erosion Control to Stabilize River Bank
Current Status of existing Erosion Control:
The fact is that the community lies entirely within a floodplain of the Yukon River and
major flooding can occur from ice jams during spring breakup. In 1963 a major flood
occurred that resulted in a flood crest of approximately nine feet over the riverbank.
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Other floods of lesser magnitude occurred in 1968, 1889, 2001 and 2006. The flood
history is an important element for erosion control because it directly reflects the source
of the problem, the river.
When Koyukuk was first permanently settled and a school was built in 1939, the
community was contiguous and compact with all buildings located along the riverbank.
The school was approximately two hundred feet from the riverbank. Between 1939 and
1990, the community lost approximately two hundred feet of riverbank. After the major
flood of 1963, the community sort of migrated back away from the riverbank to its
present location. Currently the old school location and location of all residential homes
that existed in 1965 have eroded away. The average erosion is about four feet per year.
Presently there are about five homes that are within two hundred feet of the riverbank. No
outside agency has provided any direct funding to address the erosion problem. The
community organizations and individuals have made several small-scale attempts, or
band-aid approaches, over the years to mitigate the problem by dumping wood and
ground debris along the riverbank but these have had minimal success.
Problem/Need:
The community faces severe and chronic erosion as well as flooding. The community
loses about four feet of riverbank per year and the residents have migrated away from the
riverbank to protect life and property. Meanwhile the erosion problem has continued and
new residential homes built since 1980 are again in imminent danger from erosion. The
erosion problem is long term and will continue well into the future unless a
comprehensive erosion control project is funded and implemented with outside help.
Koyukuk is a remote small community that has been denied Federal funding for erosion
control under the U.S. Corp of Engineers program because it fails to meet the cost-benefit
analysis established for evaluating potential projects. The Corp weighs the cost of erosion
and floods against the value of the public infrastructure in the community to determine
whether project should be funded. Other agencies apply the same basic standards when
evaluating whether to support erosion control projects in communities like Koyukuk. The
bottom line is that the community, because of these standards, has not been able to
achieve Federal grant support even if there has been acknowledgement of the problem.
The community is further unlikely to access U.S. Army Corps of Engineers funds for
flood-erosion projects because of the required thirty-five (35) percent non-Federal cost-
sharing requirement. This is a huge hurdle for small communities like Koyukuk that have
total government operating budgets of well under a million dollars. An example is if you
have a nominal erosion control project of $1 million dollars, the thirty-five percent match
requirement of $333,000 is a difficult barrier to overcome. While there has been federal
acknowledgement of this issue, and discussion on the possibility of waiving this
requirement, this has not been resolved to date.
Another challenge with achieving a meaningful erosion control project in the community
is the higher costs of development in Rural Alaska. The Institute of Social and Economic
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Research (ISER) reports that, in general, rural communities pay from fifty to one hundred
percent more for staple goods and services than in Anchorage. For larger community
projects such as erosion control where equipment, personnel, materials, and supplies, are
required for longer periods, the comparable costs tend to rise more substantially. While
the in-depth analysis of comparable local costs in Koyukuk versus the benchmark of
Anchorage is beyond the capacity of this report, it is logical to surmise that that costs for
a major project like erosion control will approximately double what it will cost in
Anchorage.
Recommendations:
The community recommendation is that a planning process be instituted that will evaluate
alternatives and develop a meaningful erosion control project that will address local
needs. The most logical source of funding support will be from Federal agencies, through
the U.S. Army Corps of Engineers, Natural Resources Conservation Service, and Denali
Commission. These agencies have discussed erosion control issues in rural Alaska that
includes Koyukuk and have recommended bundling of agency funds to help address
particular projects. At a Federal Congressional meeting held in Anchorage for two days
in June 2004 on Alaska Native Village Erosion, the four villages of Kivilina, Newtok,
Shishmaref, and Koyukuk were specifically identified and acknowledged to be in
imminent danger from erosion. Further discussion focused on how the various Federal
and State agencies could marshal resources to address the needs of these four
communities. The community can further its case for an erosion control project by
improving its dialogue with the associated Federal and State Agencies.
This project will be long term in nature because of the magnitude of the problem. It
should have a timeline of more than five years with revisions as the need arises.
Implementation Plan:
Priority Actions to implement Erosion Control Project
Establish Lead Organization.
Evaluate alternatives for Erosion Control.
Determine Scope of Project.
Seek planning/design funds.
Secure necessary funds.
Construct project. EO aE Lead Organizations and timelines
Priority Description Lead Organization Timelines
1 Establish Lead Organization City or Tribe Year 1
2 Evaluate Alternatives Lead Organization Year 2
3 Determine Scope of Project Lead Organization Year 2
4 Seek planning/design funds Lead Organization Year 3
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wn Secure necessary funds Lead Organization Year 5
6 Construct Project Lead Organization Year 7
Priority # 2 - Move Community to Hillside
Current Status of existing Project:
The community is in the preliminary planning phase of moving the village location to the
hillside about 1.5 miles from the present village site. A gravel road extends to the base of
the hill and additional road construction will be necessary to the chosen new site. The
location is raw land and site control and site development work will be necessary before
any residential homes or infrastructure facilities are built. The initial plans are for the key
infrastructure components to include the airport, school, electrical generator/fuel storage,
and some of the public facilities to remain at the old town site through its useful life. The
preliminary goal is to focus first on building or moving residential homes to the new site.
Public facilities can be built on an as-needed basis as older facilities in the old town site
become inefficient and obsolete.
Problem/Need:
The current village site lies entirely within a floodplain and flooding has occurred on
average every seven years. The 1963 flood inundated the entire village with water levels
about nine feet above the streets and established the base flood elevation at 109 feet
above sea level. Most finished residential floor elevations are from 100 to 105 feet and
are below the base elevation standard.
The erosion problem as defined in the previous section also affects the quantity and
quality of homes in the community. At the current time about five homes are within two
hundred feet of the riverbank. The riverbank erosion is an average of four feet per year.
Outside agencies are reluctant to fund construction of new homes in the community
because of the flood and erosion issues. The tribally designated housing authority,
Interior Regional Housing Authority, has policy not to build new homes at the present
village site because of these problems. They will generally provide rehabilitation/
modernization projects only. The results of this policy are evident as you walk around the
community and see the characteristics of homes built through individual and local efforts
as opposed to many rural communities that have a neat row of pre-fabricated homes
funded and built by outside agencies. As previously mentioned, most homes in Koyukuk
are built of local white spruce logs through individual local efforts and initiatives.
Recommendations:
The community recommendation is that the planning process be accelerated to determine
when and how the community moving process can begin. This effort will require
substantial local initiative because of the scope and expense of the move. While there
Koyukuk CCDP Page 46 Nov. 2008
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can, and should, be outside funding support to help the move effort, the community
continues to advance the move efforts by conducting these simple proactive activities.
Firstly, the local support should remain focused and the planning process already in
progress be accelerated.
Furthermore, the governing organizations can provide declarations that the chosen site
will be the new town location. Site control issues can be resolved and the location should
be surveyed and zoned/mapped out. The access road to the new site should be planned
and funding sought to build the road. Concurrently, funds should be sought to begin
preparation of the Koyukuk Relocation Plan. These positive steps will prepare the
community and support the efforts for the actual move process.
As community action commences, the dialogue with the appropriate Federal and State
Agencies should be expanded. The federal agencies will include the U.S. Army Corps of
Engineers, the Natural Resources Conservation Service, Federal Emergency Management
Agency, Department of Housing and Urban Development, Department of Agriculture,
and our Alaska Congressional Delegation. The State agencies will include Department of
Community and Economic Development, the Division of Homeland Security and
Emergency Management, and appropriate State Legislators. All of these agencies are
aware of the flooding and erosion problems in Koyukuk and the imminent need to
relocate the community. It is commonly acknowledged that four villages in Alaska are in
imminent danger because of flooding and erosion: 1) Kivalina, 2) Newtok, 3)
Shishmaref, and 4) Koyukuk. In fact, Senator Ted Stevens of Alaska held a U.S. Senate
Committee Meeting in Anchorage in June 2004, titled Alaska Native Village Erosion, to
discuss in part these four communities’ situation and problems they have to access
federal and state programs and services to alleviate flood and erosion concerns. The
agencies top managers stated that plans are being made to address these concerns and will
incorporate strategies to improve services and funds to these four communities. They
would like to see positive proactive decision-making process demonstrated by the
communities as a prerequisite for attaining support.
The community can demonstrate its proactive process by incorporating the activities
listed above in the second paragraph above. They include providing a declaration or
resolution that the chosen site will be the new town location, addressing site control
issues, doing survey, and having the location zoned/mapped out. The access road should
be planned and funding sought to build the road. Then planning should begin for
preparation of a Relocation Plan. Once a Relocation Plan is completed the community
can actively begin seeking funds to begin moving. It is suggested that the community
seeks funds to build one to three residential structures at a time with funding that come
available from various federal or state sources on an intermittent basis. These funds can
be supplemental to NAHASDA funds flowing through the Interior Regional Housing
Authority or other public or private grants. Seeking funds to build one-three houses at a
time is more manageable than trying to secure a big chunk of funds from one agency, as
an example U.S. Army Corps of Engineers for $50 miliion dollars to build, let’s say,
thirty-forty homes. Building at the smaller scale may increase the implementation time
required but is significantly more achievable.
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This project will be long term in nature and should be at least ten years in duration.
Periodic revisions or adjustments should be done every two years.
Implementation Plan:
Priority Actions to Begin Move
Governing Organizations Provide Declaration of selected Site.
Resolve Site Control Issues.
Complete Road to New Site.
Survey, Zone and Map New site.
Fund and Prepare Relocation Plan.
Seek funds to relocate homes.
Build homes at new site.
Build infrastructure on as-needed basis. GOON Cn C2 NO Lead Organizations and Timelines
Priority Description Lead Organization Timelines
1 Declare selection of New town Site City and Tribe Year 1
2 Resolve Site Control Issues Lead Organization Year 2
3 Complete Road to New Site Lead Organization Year 3
4 Survey, Zone and Map New site Lead Organization Year 3
5 Fund and Prepare Relocation Plan Lead Organization Year 4
6 Seek funds to Relocate Homes Lead Organization Year 5
7 Begin Building Homes at New Site Lead Organization Year 8
8 Build Infrastructure on as-needed Basis Lead Organization Year 10
Priority # 3 — Develop New Potable Sewage Systems
Current Status of existing Services:
The 2000 Census lists fifty-five total residential housing units in the community. Of
these, one unit is teacher housing and is fully plumbed with running water and sewer
systems. Another five units are connected to a Co-water flush/haul water delivery/sewer
collection system. This system is a pilot demonstration project that has generally been
unreliable because of equipment failure and maintenance/operation support. The
remaining forty-nine residential homes still haul their own water from the centralized
washeteria watering point and for sewer needs; residents use outhouses or self-haul honey
buckets to pit privies or other unimproved disposal area near their residences.
Problem/Need:
Clearly there is a need to develop positive alternatives to the outhouse or honey bucket
sewer system in need of residential health, safety and well-being reasons. In a 2005
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Koyukuk Sanitation Facilities Master Plan prepared by a consulting firm for the Alaska
Native Tribal Health Consortium, there included detailed discussion of sewer and
wastewater needs for the community. The plan evaluated the current water and sewer
system and recommended alternatives for possible development. The report logically
describes the health and safety issues with the current water and sewer systems that
generally promote unsanitary conditions throughout the community.
In general while there has been State and National attention on the unsanitary practices in
Rural Alaska and a consensus doing ‘away with the honey bucket’ in villages, progress
on improved water and sewer systems have been slow because of the high cost of
designing, building, and maintaining meaningful projects in rural Alaska. The community
of Koyukuk hopes to chart its own destiny but have realized the need to harness outside
technical help and resources for this effort.
Recommendations:
The community goal is to improve residential homes with better sewer systems. The
means to accomplish this will be through development of new potable sewage systems
for new and existing homes in the community. The process should be a thorough review
of the above Sanitation Facilities Master Plan to evaluate alternatives for development.
One of the recommended alternatives is an individual septic system for each residential
home supported with individual water wells. One well may support a number of
households dependent on location and distance. This approach appears to be the most
cost effective alternative to the current water and sewer systems.
This project should be considered long term and included with the other community
efforts for moving the village to a new town site and erosion control priorities.
Development in any of these initiatives will affect the scope and nature of the other
related projects. The fact is these projects are all related to one another and none are
mutually exclusive of others. The timeline on this project should be at least ten years.
Implementation Plan:
Priority Actions to Develop New Potable Sewage Systems
Establish Lead Organization.
Assess the conditions of the current systems.
Recommend Improvement Strategy to support future needs.
Analyze cost estimates.
Do Operation and Maintenance Analysis.
Seek and secure sources of funds.
Implement a phased construction plan.
Operate and manage system for long term. COON ies Ca
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Lead Organizations and Timelines
Priority Description Lead Organization Timelines
1 Establish Lead Organization City and Tribe Year 1
2 Assess current conditions Lead Organization Year 2
3 Recommend Improvement Strategy Lead Organization Year 3
4 Analyze cost estimates Lead Organization Year 3
5 Do O&M Analysis Lead Organization Year 4
6 Seek/secure sources of funds Lead Organization Year 5
7 Implement a phased construction plan Léad Organization Year 8
8 Operate and Manage system for long term Lead Organization Year 10
COMMUNITY CULTURE AND EDUCATION
Summary
Focus and sustainment in the areas of community, culture, tradition, and education have
always been, and continue, to be important considerations for the complex community
environment of Koyukuk. The community has set high standards in developing programs
and services that evolve around and maintain these societal attributes. To address the
long-term needs of the community critical goals have been identified in this plan that
seeks to promote preservation of these high standards. The goals include: 1) to preserve
our Native cultural heritage; 2) To transfer our traditional language and skills to our
youth; 3) To provide for excellent education for children, youth and adults; and 4) To
support services and facilities for food preservation and subsistence activities. The
methods or means to achieve these goals are: 1) To plan, develop, and start-up a local
culture camp for youth and adults; 2) To develop and start-up an active language
preservation program; and 3) To seek funds and build/maintain a subsistence warehouse
with walk-in freezer and smokehouse. These activities will complement on-going efforts
preserve the culture, traditions and ways of life while modernizing the community to
make it a better place to live.
Priority # 1 —- Implement Local Culture Camp
Current Status of existing Service:
The planning, development and implementation of a local culture camp is not a new
project for the community. A small culture camp project have been set-up and operated
by the tribal council across the Yukon River on a Native Allotment. The camp is operated
for about a month during the summer, generally when the salmon are running. This is a
fish camp atmosphere and related subsistence, cultural, and traditional activities are
provided. Instructors and youth travel back and forth on a daily basis to the community.
The community would like to expand this operation or similar activity.
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Community residents have the requisite skills, knowledge and abilities to provide the
curriculum and structure for an expanded culture camp. Elders and adults actively
provide on-going traditional knowledge and experience training for the youth, and
implementation of this project will support that process. Other communities have
developed similar projects and can provide model activities for planning and developing
a local culture camp.
Problem/Need:
Koyukuk is a typical rural village that is transitioning into a more modern and
westernized society. Culture, tradition, and older ways of life are increasingly becoming
less important and these practices are becoming more infrequent for the younger
generation. The cultural and traditional practices that are becoming less common
everyday activities relate to hunting, fishing, trapping, song-writing, dancing, story-
telling, food preservation, food usage, skin sewing, weather forecasting, tool construction
and use, and arts and craft production. There is a need to expand and develop a local
culture camp that can promote transference of these skills to the younger generation.
These skills are needed to help prepare the younger generation to live a better life should
they remain in the community for the long term.
Recommendations:
The community recommends that a planning process be initiated that will expand and
develop a local culture camp to be located within a ten-mile radius of the community.
Potential sites may be on tribal, municipal, Native allotments, or Native Corporation
lands, located along the riverbank. One to five acres will be sufficient to meet space
needs for this project. Daily travel by boat or snow-machine can be the mode of travel or
temporary shelters or tents can be used for overnight accommodations. Native people are
inclined to leave as gentle a footprint as possible on the land, so permanent structures will
be limited and may not even be necessary. The governing organizations can establish and
manage this project on behalf of the community.
This project can be implemented at reasonably low cost and relatively brief timeframe.
The initial operating season should logically coincide with the non-school periods from
mid-May through end of August. Over time other activities for fall, winter and spring
seasons can be included for special and week-end outings and consideration for
expansion into existing school curriculum is possible. This is a normal development
process for these types of community projects, in that they start small scale and grow
with experience and efficiency.
The focus of activities will include those listed in the Problem/Needs subsection above
and will be an interactive process between teacher and student. These activities need to
be positive and fun for the participant as would be any effective positive reinforcement
model.
The timeline for this project should be three years or less.
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Implementation Plan:
Priority Actions to Implement Project
Establish Lead Organization.
Define Scope of Project.
Develop Project Costs.
Identify/Seek sources of funds.
Start-up expanded culture camp.
Evaluate/expand operation. DAS eye Lead Organizations and Timelines
Priority Description Lead Organization Timelines
1 Establish Lead Organization City or Tribe Year 1
2 Define Scope of Project Lead Organization Year 1
3 Develop Project Costs Lead Organization Year 1
4 Identify/Seek sources of funds Lead Organization Year 2
5 Start-up expanded culture camp operation Lead Organization Year 2
6 Evaluate/expand operations Lead Organization Year 3
Priority # 2 — Start Language Preservation Program
Current Status of existing Service:
The use of the Koyukon Language in the community, and throughout the Koyukon
Region, is slowly fading away. At the present time in the community only those sixty-
five and older have the ability to speak the language fluently and those number less than
fifteen people. At this rate of decline, the fluent speakers will be gone in less than a
generation. While the fluency rate has declined, the language has been institutionally
documented with a dictionary and other language documents.
It is also notable that the community is home to Eliza Jones, the renowned Athabascan
Linguist, who is retired and has taught for many years at the University of Alaska —
Fairbanks and has co-authored the comprehensive Koyukon Athabascan Dictionary, a
compilation of more than eleven hundred pages. She has also developed other Koyukuk
Language books and manuscripts that have been used extensively throughout the
Koyukon Region, a local area of approximately thirteen villages with about 3,500
residents. She remains active in local and regional language programs and services and
should be a considered a valuable asset to any language preservation effort. Her
knowledge and experience will be invaluable in developing this project.
Problem/Need:
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The 2000 Census identifies that of the ninety residential population of five years and
older, twenty-one or twenty-three (23) percent speak a language other than English
(Koyukon). However, the census data is more than seven years old and current estimates
are that about fifteen local fluent speakers are left in the community and this
approximates about seventeen percent of the population. The grim fact is that within one
generation all of the fluent speakers will likely be gone.
While the language has been institutionally documented in writing, the lack of fluent
speakers coupled with the complexity of the Koyukon Dialect will make future efforts
more difficult and costly. In order to accomplish meaningful results at this stage will
require the community to engage in an active language preservation program.
Recommendations:
The community recommendation is that a planning process be initiated that will seek to
establish an active language preservation program for the community. One of the first
steps will be to assess what resources and assets are available that will help to develop a
local language program. The Yukon — Koyukuk School District has a language program
that may be tapped into to provide guidance and assistance as well as actually provide
language instruction classes or youth or adult work sessions with local involvement. The
University of Alaska — Fairbanks also have an active Alaska Native Language Center that
should be sought to participate in this community endeavor. Classes and instruction
sessions can be incorporated into the School District and University Programs to provide
accreditation and language program structure. A local language council should be
established that could provide that local level of participation and develop community
vesting involvement. This should be a three-year project.
Implementation Plan:
Priority Actions to Implement Project
Establish Lead Organization.
Review existing Language Programs.
Establish Local Language Council.
Develop Language Program Plan.
Seek Funds to Implement Language Program
Operate and Manage Local Language Program. AMWPYNE Lead Organizations and Timelines
Priority Description Lead Organization Timelines
1 Establish Lead Organization City or Tribe Year 1
2 Review existing Language Programs Lead Organization Year 1
3 Establish Local Language Council Lead Organization Year |
4 Develop Language Program Plan Lead Organization Year 2
5 Seek Funds to implement Language Program Lead Organization Year 2
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6 Operate/manage Local Language Program Lead Organization Year 3
Priority # 3 — Build Subsistence Warehouse/Freezer/Smokehouse
Current Status of existing Service:
This will be a new community project since no such facility exists in the community at
this time. Presently the gathering, preparing, packaging, and preserving of subsistence
food products are a blend of old traditional ways and methods and newer more
modernized methods usually done by individuals, families or clans. Fish and Moose
harvesting activities require an abundance of time, effort, and techniques, to preserve and
store. Other foods such as bear, ducks and geese, and numerous other small game, as well
as berries and vegetables are all harvested locally and are generally preserved or stored in
some manner. Some households have small freezers or simply use cold storage holes in
the ground to preserve subsistence products. The community lies in a continuous
permafrost zone, but the presence of permafrost varies in depth throughout the
community from six to fifteen feet. Storage of subsistence food products in a hole in the
ground that is not adequately maintained at an acceptable chilled level is not a safe and
acceptable food preservation practice. It is a fact though that some of the age-old
practices of allowing food to age and naturally decomposes to enhance flavor and taste
brings immediate concerns for health and safety. Individual and family smokehouses are
common throughout the community and in surrounding fish and subsistence camps.
Most are small of less than 200 square feet in size and are generally used to cold smoke
fish and moose products. Other local small game resources are also smoked and then
preserved. The old ways of gathering and preserving food are still an important cultural
element in the community that needs to be blended with newer and more sanitary and
safer food preservation methods.
Problem/Need:
The importance of subsistence resources is vital to the long-term viability of the local
economy and culture. The State of Alaska estimates that the residents of the Yukon-
Koyukuk Census Area harvest an annual average of 454 pounds of subsistence foods per
person. This compares to an annual average of 23 pounds per person in Urban Alaska.
The State further describes that the caloric percentage of subsistence resources is forty-
one (41) percent of the total caloric intake. These numbers support the fact that, while
most outside economic indicators do not include subsistence resources in their income
and economic data, this practice is a crucial element in sustaining the local economy.
Another common element in harvesting subsistence resources is the fact that it takes
significant time and effort to conduct these activities. There exists a need to decrease time
and effort into food preservation activities to balance those needs against the time
requirements to maintain employment, and do those other things that keep families and
community functional. Because subsistence activities are logically increased in the brief
spring and summer duration, a community subsistence work area, storage and smoker
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will help reduce the time required to conduct these activities and will help address the
need.
There definitely exists a need for more modern food preservation methods and practices.
Common age-old practices of ageing food to enhance flavor and taste can breed the
emergence of botulism that is harmful to consumers. A community project is needed to
help develop facilities and educate and improve food handing and storage. There is a
need to blend the old practices with more modern methods, but to conduct these activities
in a more modern and safer manner.
Recommendations:
The community recommendation is that a planning process be initiated to build and
maintain a subsistence warehouse with a walk-in freezer and smokehouse/work area. This
project will enhance the ability to increase safer and efficient subsistence practices and
will encourage the education of younger residents to utilize more efficient and effective
food harvesting and handling methods. This project will advance the economy of the
community by improving subsistence harvesting techniques, in an activity area that is so
crucial to the economic well being of the community. This plan should have a timeline
of at least five years.
Implementation Plan:
Priority Actions to Implement Project
Establish Lead Organization.
Conduct Feasibility Planning.
Determine Scope of Project/Prepare Plan
Seek Sources of Funds.
Secure Sources of Funds.
Construct Facility Project.
Operate and Manage Project. SO Lead Organizations and Timelines
Priority Description Lead Organization Timelines
1 Establish Lead Organization City or Tribe Year 1
2 Conduct Feasibility Planning Lead Organization | Year 2
a Determine Scope of Project/Prepare Plan Lead Organization Year 2
4 Seek Sources of Funds Lead Organization Year 3
5 Construct Facility Project Lead Organization Year 4
6 Operate/manage Project Lead Organization Year 5
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LEADERSHIP
Summary
The Community of Koyukuk identified a number of critical issues and needs to be
addressed under the category of Leadership. The goals are: 1) to strengthen and improve
local governments; 2) To develop a strong leadership base in the community; and 3) to
provide residents with workforce development opportunities. The means to accomplish
these would be with the top priorities that include: 1) To have the City Government fully
active, functional, and participative in local governance; 2) To develop strong leadership
skills of both City and Tribal Governments with Board training, development of policies
and procedures, financial controls, IT/Computer, etc., and 3) To seek funds to start-up a
workforce development project for local residents. These priorities can be categorized as
organizational and developmental needs that are essential to keeping the community
functional and operational to meet community needs and standards. While these are not
critical life and safety needs, they are paramount to help ensure that the community
governance has the ability to sustain and grow the community in an acceptable manner.
This section describes the current status of the identified priorities, defines and
problem/need, identifies recommendations, and provides an Implementation Plan.
Priority # 1— Get City Government Functional
Current Status of existing Service:
The City Government that manages most community facilities and infrastructure has
been somewhat dormant in the recent past, even though facilities, programs and services
have continued throughout the community. The services include operation of the
washeteria/water, clinic, generator/electrical, fuel depot, heavy equipment, city office
building, and other local infrastructure activities that are crucial to the community. The
City is a second-class city with an elected seven-member council. The council appoints
the mayor and other officers who then manage the city operations. Various staff operates
and manages the various facilities, programs and services. During the past two years,
council meetings have been irregularly held and while operation of the various facilities,
programs and services has continued, the leadership guidance is lacking. This has caused
a negative effect on the quality of services to community residents.
Problem/Need:
The problem can be simply stated in that the city governance is not fully functional and
as a result quality of services has been negatively impacted. The elected council is not
providing guidance as required under its governing structure by not holding regular
meetings that are important to provide direction and guidance to existing staff, programs
and services. The current council is not meeting its obligations as required under it
municipal bylaws and organizational documents.
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The associated problem is that this lack of active leadership is negatively impacting the
quality level of services to residents. Because the city council has not met regularly, the
city administration has performed poorly and has not provided the necessary daily
direction and guidance that program managers need such as those of the washeteria,
clinic, generator/electrical, Fuel Depot, and various facilities, programs and services
affiliated and provided through the city structure.
The lack of leadership is impacted by the overall budgets and sources of funds that
maintain city services. The composition of the budget figures is important is because it
relates to the costs of services and specifically related to wages paid for city
administration. In FY 2005 the actual city budget was $177,476. This included a State of
Alaska, revenue sharing appropriation of $40,000. The state revenue-sharing source
equaled twenty-three (23) percent of the total operating budget. In FY 2007, the revenue
sharing was deleted from the state budget and subsequently these funds were not
available to the City of Koyukuk. Because of the cut, the operating city budget has
changed substantially, and has negatively affected council and management operation.
Recommendations:
The community recommends the city government becomes fully functional as required
by bylaws and other organizational documents. To do this may require changes to council
members, officers, staff and operation. The community has already begun the process of
making the necessary council changes and should have new council members appointed
by the time this documented is printed and adopted. The council will then begin to hold
regular monthly meeting to provide direction and guidance to the city organization. A
functional city administration will then be incorporated and achieved for the long term.
Administration and management practices will be improved and will be better able to
adjust to changing budget conditions.
Municipal assistance through the State revenue sharing appropriation is again budgeted
for FY 08 but this source is not an entitlement program and is not mandated in state
statutes. Rather the revenue sharing is proposed by the governor and approved by the
legislature on an annual basis. The community should work with other rural organizations
to mandate revenue sharing as a recurring benefit established in state statutes.
The timeline for this project should be two years or less.
Implementation Plan:
Priority Actions to Implement Project
Fill vacant city council seats with qualified residents.
City council to plan regular monthly meetings.
Establish strong city administration.
Plan for changes in city council, staff and operations.
Manage city operations per approved budgets/audits. Ee
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Lead Organizations and Timelines
Priority Description Lead Organization Timelines
i Fill vacant city council seats City of Koyukuk Month 1
2 Plan regular council meetings City Council Month 2
3 Establis! strong city administration City Council Year 1
4 Plan chenges in council, staff & operations City Council Year 1
5 Manag¢ operations per budgets/audit City Council Year 2
Priority # 2 — Develop Leadership Skills of Community Governments
Current Status of existing Service:
The two local governing organizations include the City of Koyukuk and the Village of
Koyukuk. The City manages most facilities and infrastructure projects and includes the
washeteria. generator/electrical system, clinic, community hall, fuel depot, landfill, roads
and equipment. The Village manages the social, educational, cultural and environmental
planning ‘or the community. Both organizations share the city office building with the
tribe on t1¢ first floor and the city on the second floor. The city has about five employees
who provide administration or manage programs or services, and the village has about
four em )loyees who administer and manage the various needs of the tribe. Management
and adrainistration support as well as various programs and services support are
established with management and technical assistance from outside organizations such as
Tanana Chiefs Conference, Interior Regional Housing Authority, Yukon-Koyukuk
School District, and others. While it appears that both organizations have established
credible organizational structures, management and administrative policies and
procedures, and operation efficiency, there is a need to develop leadership skills of both
councils and staff.
Problem/Need:
The city and village governing bodies need improvement of management skills for
sommunity leaders. Both city and tribal organizations have had turnovers in council
members in recent years that will require new and existing members to receive proper
instruction in performing their duties in a responsible manner. There is a critical need for
the community leadership to understand their roles and responsibilities. Issues of budgets,
audits, financial accountability, capital project planning, are all required knowledge for
council to know and understand. The bottom line is that the city and tribal councils need
leadership training on understanding their roles and responsibilities.
There exists a need to improve the city and tribal council administrative and financial
systems. Policies and procedures are non-existent or outdated and needs to be made
current. Some of the existing documents have little relevance to existing operations. Staff
needs to be trained to manage and operate programs and services in accordance to
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approved policies and procedures. Staff training on property management, accounting,
financial records/files, and upgrading IT/Computer needs are necessary. Computer
equipment and software should be standardized and training provided. There is a need to
receive training on grants administration to meet timeliness and compliance
requirements.
Recommendations:
It is recommended that the city and tribal governing organizations seek funding support
to provide leadership training for councils and staff and to improve the organizational
structures and management and administrative systems for both governing organizations.
The following objectives will be sought: 1) To increase the aptitude and understanding of
the elected officials of their important roles and responsibilities in conducting and
overseeing the overall business through leader and management development, and 2) To
develop and implement policies and procedures to ensure adequate administrative,
financial, and management processes, including finance, administration, personnel,
property, and procurement, that comply with government requirements and give staff the
tools to properly conduct daily operations of the respective organization.
The community appears to be an ideal candidate for federal grant funds through
discretionary programs that comes available on an annual basis, generally in the spring. A
project to upgrade and improve the governance managements systems can be developed
to meet that timeframe. The initial funds sought may be up to $200,000. A timeline for
this project can be three years or less.
Implementation Plan:
Priority Actions to Develop Leadership
Convene joint city — tribe meeting to discuss need.
Identify Lead Organization/Staff
Prepare needs assessment for project.
Develop training plan.
Seek funding source.
Implement training project.
Utilize training tools/methods for LT operation SO ey CORN Lead Organizations and Timelines
Priority Description Lead Organization Timelines
1 Convene Joint Meeting — City & Tribe City & Tribe Month 3
2 Identify Lead organization / Staff City & Tribe Month 3
2 Prepare Needs Assessment Lead Organization/Staff Month 6
4 Develop Training Plan Lead Organization/Staff Year 1.5
5 Seek Funding Sources Lead Organization/Staff Year 2
6 Implement Training Project Lead Organization/Staff Year 3
7 Utilize Training Tools / Methods for LT Governing Organizations Year 3+
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Priority # 3 — Start-up Workforce Development Project
Current Status of existing Service:
This will be a new project since no on-site comprehensive workforce activity exists in the
community. There is a regional employment service managed by the Tanana Chiefs
Conference out of Fairbanks, which is more than 250 air miles east of Koyukuk. Clients
generally have to travel to Fairbanks to receive services and job opportunities are usually
in the urban or oil field support locations. A number of employable aged residents have
migrated out of Koyukuk in the past decade to seek job opportunities elsewhere. The
majority of these past residents have stated that they would prefer to live full time in the
community if there are job opportunities available. There is a need to develop local
employment opportunities to sustain the community for the long term.
Problem/Need:
Koyukuk is a remote small community that has limited economic and employment
opportunities based on the current infrastructure and community conditions. The 2000
Census shows that the per capita income was $11,342, and the median household income
was $19,375. The median household income statewide was $41,000. The Census data
further describes that twenty-one (21) percent of the population is living below the
poverty level as compared to nine (9) percent statewide. The unemployment rate is
eighteen (18) percent and there is sixteen people or twenty-four (24) percent not in the
labor force. Those residents not in the labor force are generally discouraged workers who
are not counted in unemployment statistics. When you count the total unemployment
(#12) plus those not in the labor force (#16) as a percentage of the total employable
residents of age sixteen and over (#68), the total unemployment figure and percentage
increases to twenty eight (28), with an associated percentage rate of fifty-six (56) percent.
This is a significant number of residents not working.
The community lost about nineteen (19) members of its population between the twenty-
six (26) year period from 1980 to 2006, about an eighteen percent decline. The
population was 107 in the 1980 Census and 88 as listed in a 2006 State Demographer
count. As previously stated the decline in population can be attributable to various factors
relating to mortality rates, lack of local employment, lack of housing, health reasons, and
generally more opportunities elsewhere. It is a fact though that most of those that have
moved are younger more employable individuals, some with young families, who seek
better economic opportunities elsewhere.
There are few full-time employment opportunities in the community forcing many
residents to rely on seasonal and sporadic income, government transfer income, and
subsistence resources. Year round employment is generally limited to the Tribal Council,
City of Koyukuk, Clinic, Post office, a locally owned store, and a few part-time jobs with
three-four bush airlines as local agents. The local school provides about three jobs during
Koyukuk CCDP Page 60 Nov. 2008
FINAL - 10/28/08
the school year. Other income opportunities are as forest firefighters, occasional
construction projects, and day labor. Trapping and arts and crafts production supplement
income. The fact is that full-time employment opportunities in the community are
extremely limited.
Recommendations:
The community recommendation is a planning process be initiated that will seek to
establish a meaningful workforce development project that will support or assist with
securing full-time employment opportunities to approximately ten residents who are
unemployed or not in the labor force. This will positively affect about thirty-six percent
(10/28) of those in this category. This can be a phased multi-year project to begin at a
smaller scale initially and then expand activities as experience and operating efficiency
increases. Focus of the project can be on providing client referrals, outreach, training
support, educational support, mentoring, and associated client technical support.
This project should be grant funded most logically through federal sources, but
foundation grants can be sought also. The goal of this project to develop employment
opportunities to needy recipients is a priority area for many grantors. Management and
administration of this project should be through the tribal council since they are proactive
in developing social programs that are non-facility related. This should be a long-term
project with a minimum five-year timeline.
Implementation Plan:
Priority Actions to Develop Project
Identify Lead Organization/Staff
Convene community meeting to discuss need.
Prepare needs assessment for project.
Develop Workforce Development Plan.
Seek funding source.
Implement Workforce Development Project. SN a sates So ae Lead Organizations and Timelines
Priority Description Lead Organization Timelines
1 Identify Lead organization / Staff City & Tribe Year 1
2____| Convene community meeting / discuss need Tribe Year |
3 Prepare Needs Assessment Lead Organization/Staff Year 2
4 Develop Workforce Development Plan Lead Organization/Staff | Year 3
5 Seek Funding Sources Lead Organization/Staff Year 3
6 Implement Workforce Development Project Lead Organization/Staff Year 5
Koyukuk CCDP Page 61 Nov. 2008
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COMPREHENSIVE PLAN REVIEW PROCESS
This comprehensive community plan is intended to have a long range planning horizon
that will help to guide community growth and development in the community for more
than ten years. It must be a working document that is used on a regular basis for it to be
effective in the decision-making processes of the community. If there is coordinated
consensus and follow through on the plan’s goals and implementation, it is highly
probable that real accomplishments will be realized and results can be tracked over time.
It is critical that a comprehensive plan review process be adopted and instituted in a
community wide effort into an integral component to this plan.
Due to the critical nature and need of the plan priorities, the revision cycle process for
this overall plan should occur at least every three years. The revision process for
implementation of the priorities identified in this plan can occur at more regular intervals,
at least annually. The revision process of priorities will include significant interaction and
participation from residents and any substantial changes or reports of progress will be
made available to the general public. The public will be involved in, and be aware of, the
implementation of this plan and any significant progress made.
In order to make this plan effective and workable for the community these are
recommended steps to incorporate a plan implementation and revision process:
1. The plan will be made available for every tribal and city council meeting,
included joint meetings, so it can be used in consultation and decision-making
processes on the priority projects.
2. The Priority Implementation Section includes an Jmplementation Plan that can be
used to measure success and can gauge progress. The priority actions and
timelines will be reviewed periodically, at least annually, so that progress can be
assessed and adjustments made as needed.
3. The Priority Implementation Section is the nuts and bolts of this plan for the
community and will be used by the two community entities to coordinate and
interact on progress made and any changes necessary to specific projects. Each
priority project has a lead organization identified and this organization will report
on status of the respective priority project on a needs basis. The opportunity for
the tribe and city to jointly implement projects will be a major part of the
discussion. As priority projects are implemented and significant progress made,
then new priorities listed in the plan can be addressed.
4. The Priority Implementation Section will be updated at least annually, as projects
are completed and new projects initiated. It is recommended that this change be
done at a joint Tribe — City meeting with participation of local residents. The local
plan coordinator will record changes after the meeting and will distribute updated
material on projects to community organizations for use in the coming year.
Koyukuk CCDP Page 62 Nov. 2008
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5. After every three year period, the Koyukuk Comprehensive Community
Development Plan will be thoroughly reviewed by both the Tribal and City
Governments with public interaction, to determine which actions have been
accomplished and which priority actions that should be focused on during the next
period. This process will allow changes to be made to the plan as needed, and will
help ingrain the plan into tribe, city, and public, mind and focus.
6. At the end of the ten-year milestone, an end of the plan period, the community
will review the progress and accomplishment made on priorities and to begin the
formation of a new plan. It is intended that concerted incorporation of the above
steps over time will encourage and promote knowledge of the plan and specific
projects. If this is the case, then the template for preparation and incorporation of
a new long-range plan will be present that can guide and enable a more effective
and efficient process.
In summary, the development and implementation of this plan is intended to be a
Community of Koyukuk Plan that is critical to the long-term stability of the community.
The plan is developed with the understanding that planning should be a continual process.
It is based on information available at a particular time and in the future new
developments will occur, or the needs of the community will change, requiring revisions
to the plan. This plan is written with the intent that changes can be made and the plan
updated as necessary. It is essential this plan be a working document.
Koyukuk CCDP Page 63 Nov. 2008
FINAL - 10/28/08
REFERENCES
Koyukuk Sanitation Facilities Master Plan, prepared on behalf of the City of Koyukuk
for the Alaska Native Tribal Health Consortium, Dept. of Environmental Health &
Engineering by PDC Inc. Engineers, October 18, 2005
Alaska Rural Primary Care Facility, Assessment and Inventory Survey Report of the
Koyukuk Health Clinic, February 26, 2002.
Koyukuk Washeteria Renovations Construction Plan, ANTHC Project Number: AN 03-
G75, prepared by Alaska Native Tribal Health Consortium, Department of Environmental
Health & Engineering, March 30, 2004.
Koyukuk Multipurpose Building, Program/Schematic Design Report, prepared for the
City of Koyukuk by USKH, July 26, 1995.
Koyukuk’s Plan for the Future, Visioning Workshop Results, prepared for the
Community of Koyukuk by Tanana Chiefs Conference, Inc., July 13, 1994.
Community Strategy Plan for Koyukuk, prepared for the Community of Koyukuk with
technical assistance from the Tanana Chiefs Conference, Inc., February 1980.
Alaska Native Village Erosion, Congressional Hearing of the U.S. Senate, Committee on
Appropriations, chaired by Senator Ted Stevens, held in Anchorage, Alaska on June 29 —
30, 2004.
Alatna, the Comprehensive Plan, a Constitutional Mandate for Long Term Survival,
prepared for the Village of Alatna by Kelly Hegarty & Associates, August 1995.
Community of Fort Yukon Comprehensive Plan, prepared for the City of Fort Yukon by
the Cannelos Group, July 1996.
City of Sand Point Comprehensive Community Development Plan, prepared for the City
of Sand Point by URS Corporation, September 2004.
Native Village of Minto, Ten-Year community Plan, prepared for the Village of Minto by
the Tanana Chiefs Conference, Inc., June 2006.
New Stuyahok Comprehensive Plan, prepared for the Community of New Stuyohak by
Agnew-Beck Consulting, LLC and Bristol Bay Economic Development Corporation,
October 2005.
Interior Regional Housing Authority, Annual Performance Report for 2006, prepared by
IRHA for requirement of HUD NAHASDA Program.
Koyukuk CCDP Page 64 Nov. 2008
FINAL - 10/28/08
Sanitation Planning Guide for Small Communities, State of Alaska, Department of
Community and Economic Development, June 1999.
Community Comprehensive Planning Guidebook, A User-Friendly Guide for Planning
for the Future of your Community, developed by the Bristol Bay Native Association with
funding by the U.S. Department of Commerce, October 2005.
Creating Healthy Communities, The Process of Community Discovery, prepared by Larry
Dickerson for the University of Alaska — Fairbanks, May 2002.
A Guide to Strategic Planning for Rural Communities, USDA Rural Development, Office
of Community Development, revised March 1998.
Alaska Directory of Rural Resources, A Resource Guide on Grants, Loans, Technical
Assistance, and Information for Rural Alaskan Communities, prepared for USDA, Denali
Commission, State of Alaska — Department of Commerce and Economic Development,
and Alaska Humanities Forum by Suanne Unger, Alaska Humanities Forum, May 2001.
Koyukuk CCDP Page 65 Nov. 2008
FINAL - 10/28/08
APPENDICES
Appendix A: Potential Funding Sources
Appendix B: Technical Assistance Resources
Koyukuk CCDP Page 66 Nov. 2008
APPENDIX A
FUNDING SOURCES
These are potential funding sources for specific priorities of the Koyukuk CCDP. Other sources are listed in the reference section and/or are
provided to the owner as separate resource documents.
ORGANIZATION TYPE OF SERVICE(S) FUNDING WEBSITE/E-MAIL ADDRESS
Federal
Denali Commission Utilities, Infrastructure & economic
support throughout Alaska
Funding varies on scope and need. www.denali.gov 510 L. Street, Ste. 410, Anchorage,
AK 99501
Dept. of Health & Human
Services, Administration
for Native American
(ANA) Grants
Non-construction, financial assistance to
tribes and ANSCA communities for
projects that provide jobs, economic well
being, self sufficiency and promote
healthy communities.
Averages grants about $300,000,
depending on scope/need of project. Can
be multi-year.
www.anaalaska.org Native American Management
Services, Inc., Administration for
Native Americans, Region III,
11723 Old Glenn Hwy., Suite 201,
Eagle River, AK 99577
U.S. Dept. of Housing & Indian Community Development Block Construction grants for housing, suitable | www.hud.gov; HUD Alaska Office, 3000 C St.,
Urban Development Grants (ICDBG) living environment, and economic http://www.ed.gov/fund/gra | Suite 401, Anchorage, AK 99503.
(HUD) opportunities to low-income population. nt/find/edline-forecast.html.
Max $600,000.
Other HUD Programs Various Housing, Public facilities, Funding varies on scope and need. www.hud.gov Same as above
infrastructure, and related programs and
Services.
Numerous discretionary grant programs
come available every year.
U.S. Dept of Commerce,
Economic Development
Administration (EDA)
Focus on public facilities, job creation, in
communities of low economic growth and
economic distress.
Funding varies on scope and need. brichert@eda.doc.gov. 510 L Street, Suite 444,
Anchorage, AK 99501
U.S. Dept of Agriculture
(USDA)
Grants, Loans, Technical Assistance,
Various Programs & Services
Funding varies on Scope and need. www.rurdev.usda.gov 800 W. Evergreen, Suite 201,
Palmer, AK 99645
US. Dept of Interior, BIA
Indian Reservation Roads
Program
Funds for Indian Roads authorized under
Public Law 93-638
Funding varies on scope and need. Varied
annual allocation & special projects
funds.
www.doi.gov/bureau-
indian-affairs.html.
PO Box 25520, Juneau, AK 99802
U.S. Corp of Engineers Civil Project, Erosion Control,
Environmental Issues/clean-up Funding varies. Www.poa.usace.army.mil PO Box 898, Anchorage, AK
99506-0898
‘Appendix A Page Al
State of Alaska
AK Dept of Commerce, This State of AK Department has Grants/assistance varies on scope and www.dced.state.ak.us PO Box 110809, Juneau, AK
Community & Economic numerous agencies that funds various need. CDBG. Municipal Assistance. 99811
Development (DCCED) community, economic development, Energy Assistance/loans.
infrastructure, and environmental needs
for Rural AK
AK Industrial Quasi-State Agency that provide public Financing assistance for large-scale www.aidea.org 813 Northern Lights Blvd,
Development & Export sector financing for mega & energy projects that are unable to be developed Anchorage, AK 99503
Authority (AIDEA) projects. without assistance.
AK Housing Finance Various programs and services, Energy Various www.ahfc.state.us AHFC, PO Box 101020,
Corporation Rebate & Weatherization Anchorage, AK 99510-1020
Private Foundation
Rasmuson Foundation Alaska private foundation that funds
various projects that relate to improving
public service, basic human needs, quality
of life and arts and culture.
Grant varies on scope of and need. Likes
to partner with other grantors.
Wwww.rasmuson.org 301 West Northern Lights, Suite
400, Anchorage, AK 99503
M.J. Murdock Charitable
Trust
Based out of Vancouver WA. Provides
grants to Pacific Northwest organizations
for educational and cultural purposes.
Grant varies on scope and need. Likes to
partner with other grantors.
www.murdock-trust.org PO Box 1618, Vancouver, WA
98668
Paul Allen Foundation Focus on Arts & Culture, Youth Grant varies on scope and need www.pgafamilyfoundation. | 505 5" Ave South, Suite 900,
engagement, Community development & org Seattle, WA 98104
social change, & Scientific &
technological innovation. Includes
Alaska.
The Kresge Foundation Focus on construction; Renovation, major | Grant varies on scope and need www.kresge.org equipment purchase or integrated system
with cost of at least $300,000, or purchase
of real estate.
Appendix A
APPENDIX B
TECHNICAL ASSISTANCE RESOURCES
These are technical assistance providers and resources recommended for specific priorities of the Koyukuk CCDP. Other sources are listed in the
Reference Section or are available to the owner as resource reference documents.
ORGANIZATION TYPE OF SERVICE(S) CONTACT WEBSITE/E-MAIL ADDRESS
AK Rural Development Technical assistance in working with Chuck Akers, Executive Director ardc.Alaska.edu UAA, 3211 Providence Drive,
Council regulatory agencies. Community forums. ADM #279, Anchorage, AK 99508
AK Native Tribal Health Provide technical assistance to tribal Paul Morrison, DEHE Health www.anthc.org/cs/dehe/envhlth ANTHC-DEHE, 1901 S. Bragaw
Consortium, Dept. of
Environmental Health &
Engineering (DEHE)
organizations for health facility and clinic
needs in Alaska.
Facilities Program Director St, Suite 200, Anchorage, AK
99508
Alaska Village Initiatives (AVD Provides professional services to rural
Alaska Communities with environmental,
land planning, and community
development projects.
Charles Parker, President/CEO www.alaskavillageinitiatives.com 1577 C St, Suite 304, Anchorage,
AK 99501
First Alaskans Institute Capacity building support for Alaska
Native people and communities; Policy
and leadership development; Education.
Jeanie Leask, President/CEO www.firstalaskans.org 606 E St, Suite 200, Anchorage,
AK 99501
First Nations Development
Institute
National non-profit established to aid
tribes to acquire skills to compete in
private sector. Various programs.
www.firstnations.org FNDI, 703 3" Ave, Ste B,
Longmont CO 80501
Alaska Small Business
Development Center
Statewide business counseling, business
training, seminars, and library resources.
Bill Bear, Rural Director anwsbl@uaa.alaska.edu 430 W. 7" Ave, Suite 110,
Anchorage, AK 99501
U.S. Small Business
Administration (SBA)
Federal agency that supports small
business development in Alaska.
Susan Roggenkamp, Director www.sba.gov/ak/medak. html 222 W. 8" Ave, Suite 67,
Anchorage, AK 99513
USDA Natural Resource
Conservation &
Development Service
Assist with conservation, development
and use of natural resources.
Shirley Gammon, State
Conservationist
www.ak.nrcs.usda.gov 800 W. Evergreen, Suite 100,
Palmer, AK 99645
U.S. Corp of Engineers, Emergency and disaster assistance help Tribal Liaison Contact Number: WWW.poa.usace.army.mil Phone: (907) 573-5674
Alaska District for rural and tribal communities. (907) 573-5674 Tribal Liaison
Alaska Federation of Alaska Native Corporation and Julie Kitka, President www.nativefederation.org 1577 C St, #300, Anchorage, AK
Natives (AFN) Community advocacy organization 99501
Alaska Inter-Tribal Council | Tribal advocacy group Steve Sumida, Acting Executive www.aitc.org 1569 S. Bragaw St, Suite 102,
(AITC) Director Anchorage, AK 99508
Alaska Native Health Provides statewide voice on Alaska Clayton Hanson, Interim President | www.anhb.org 3700 Woodland drive, Suite 300,
Board (ANHB) Native health issues. Anchorage, AK 99517
Univ. of AK, Cooperative
Extension Service Provides land resource and food
education to AK constituents. Tony Nakazawa, Director fnatn@uaf.edu Univ. of AK, PO Box 756180,
Fairbanks, AK 99775
Appendix B Page B1
Organization Type of Service/Name of Pub. Contact E-Mail Address
State of AK —Resource AK Economic Development Resource Jennie Starkey, DCCED www.dced.state.ak.us/dca/edrg/ht | DCCED, 550 W 7" Ave, Ste.
Guide Guide/CD available ml. 1770, Anchorage, AK 99501-3501
AK Directory of Rural Detailed Listing of AK Rural Resources Suanne Unger, AK Humanities USDA, Rural Development, 800
Resources for Community Projects Forum W Evergreen, Ste. 201, Palmer,
AK 99645
Denali Commission Website: AK Rural Directory of
Resources
(907) 271-1414 www.denali.gov Denali Commission, 510 L St., Ste.
410, Anchorage, AK 99501
Univ. of AK, Center for
Econ Dev
Info. For small business dev in AK www.ced.alaska.edu/reosurces. htm Univ. of AK — Center for
Economic Development
The National Indian Grant
Directory 2007
Sources of funds for Native Americans
from Foundations, Philanthropic
Corporations, & Religious Organizations.
Native American Scholarship
Fund, Inc. (505) 262-2351
nscholarship@aol.com NASF, Inc. 8200 Mountain Rd,
Ste. #203, Albuquerque, NM
87110
Housing & Economic
Development in Indian
Country, Challenges &
Opportunities
Analysis of Housing Opportunities and
Funding in Indian Country
Center for Urban Policy Research Edward J Bloustein School of
Planning & Public Policy, 33
Livingston Ave, New Brunswick,
NJ 08901
Native American
Resources Guide Various Native American Resources;
Linkages for Native American cultural,
languages & resources Center for Multilingual,
Multicultural Research www.bef.edu/~cmmr/native_ameri
can.html.
Appendix B