STRATEGIC PLAN2021 Update 2018-2023 - Ketchikan Gateway Borough
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2018-2023
STRATEGIC
PLAN 2021 Update
Ketchikan Gateway Borough
Ketchikan Gateway Borough Letter from the Borough Manager The 2018 Strategic Plan represents an organization-wide effort that articulates the direction and priorities of the Ketchikan Gateway Borough. The document is effectively a five-year work plan that includes the following key outcome areas: Community Health and Safety, Vibrant Economy, Transportation, Quality of Life, and Organizational Excellence. The plan lays out strategic outcomes with corresponding objectives and measurements with the goal of providing exceptional municipal services to residents. If adopted by the Assembly, the Strategic Plan will direct the development of the annual Borough Budget and will be reviewed by the Assembly once a year at its annual Policy Session. The plan year is July to June, which aligns with the annual budget. The first year, the plan would begin in January. In addition, the plan may be amended to reflect changing public priorities and available resources. Following this plan will help create a more effective Borough government that improves the lives and reflects the priorities of its citizens. Sincerely, Ruben Duran Borough Manager
Contents I. Introduction 3 II. Goals 4 Community Health and Safety 6-8 Vibrant Economy 9-10 Transportation 11-12 Quality of Life 13 Organizational Excellence 14-15 III. Appendix A: Comprehensive Plan Goals 17-19
Introduction
The Ketchikan Gateway Borough’s vision is to provide quality-driven services that enhance the lives and
safety of Ketchikan’s residents in a fiscally responsible manner.
The five-year Strategic Plan identifies specific priorities and outcomes to be achieved by the Ketchikan
Gateway Borough during the next five years. The Strategic Plan, along with a corresponding Capital
Improvement Plan, will be updated on an annual basis and brought to the Borough Assembly for
adoption at its annual Policy Session.
The Strategic Plan is developed to work in concert with the Borough’s Comprehensive Plan, which
is a long-term vision of what the Ketchikan Gateway Borough wants to look like in the future. The
Comprehensive Plan is updated on a ten-year cycle.
The strategic outcomes are not listed in any particular order.
3
Goals
Community Health and Safety
• Promote a clean and safe community.
Vibrant Economy
• Foster a diverse economy.
Transportation
• Deliver a seamless transportation network for resident and non-resident air travelers
and transit patrons.
Quality of Life
• Provide programming and services that support a high quality of life, including but
not limited to culture, recreation and education.
Organizational Excellence
• Provide high quality, responsive, transparent and innovative services in an efficient
and cost-effective manner.
4
5
Promote a clean
Community Health & Safety and safe community
Strategic Outcomes [ Objectives [ Measurement
What we want to accomplish How we will get there Did we get there
a. Ensure that Borough-operated »» Adhere to Quality Assurance ADEC water and wastewater
water and wastewater treatment Program (Ongoing) violations
systems meet or exceed ADEC permit »» Include necessary system upgrades
standards in CIP (March 2018)
b. Reduce onsite wastewater »» Bring failed systems into compliance »» Number of system failures reported
treatment system failures and the within 6 months (Ongoing) »» Amount of time required to bring
polluting of neighboring properties or »» Investigate complaints within 2 into compliance
rights-of-way business days of the report (Ongoing) »» Participation rate in sludge pumping
»» Ensure the Borough’s contractor is program
current with its sludge pumping program »» Staff response time to complaints
(Ongoing)
c. Improve public access to »» Educate the public on proper OWTS »» Education initiatives developed
information about septic systems maintenance through new initiatives (FY and executed
2019) »» Number of social media and
»» Provide public information on website postings providing educational
Borough website and social media twice material
annually (FY 2018)
d. Ensure sampled outfalls meet »» Maintain proper testing of outfalls Number of outfalls meeting outfall
ADEC permit requirements permitted by Borough (Ongoing) permit requirements
»» Notify responsible parties when
private outfalls fail to meet standards
(Ongoing)
»» Educate homeowners on proper
disposal methods (Ongoing)
e. Ensure all Borough »» Create maintenance checklist for »» Number of deficiencies identified
playgrounds meet national standards playgrounds (March 2018) during inspections
»» Survey each playground twice a »» Capital upgrades completed
year and program necessary upgrades »» Number of playgrounds inspected
in the Borough’s 5-year CIP (Ongoing) during biannual inspection cycle
6
Promote a clean
Community Health & Safety and safe community
Strategic Outcomes [ Objectives [ Measurement
What we want to accomplish How we will get there Did we get there
f. Maintain or enhance »» Identify maintenance needs and Number of facility deficiencies
all Borough-owned buildings and required code updates through an remedied each year
facilities, including the airport, to meet annual survey of Borough facilities,
programmatic needs and applicable including airport (Ongoing)
building code requirements »» Develop 5-year Capital
Improvement Plan, to be updated
annually, that addresses maintenance
needs (FY 2018)
»» Program routine maintenance
tasks for all Borough facilities utilizing
maintenance tracking software program
(FY 2020)
g. Ensure all Borough-owned »» Survey Borough facilities to »» Number of ADA upgrades
buildings and facilities, including the determine ADA compliance (FY 2018) completed annually
airport, meet ADA standards »» Update Borough ADA plan (FY 2021) »» Update to ADA plan
»» Include proposed ADA upgrades in
5-year CIP (FY 2018)
h. Ensure timely and effective Complete staffing analysis to evaluate »» Median rollout time for emergency
fire and EMS responses by the North paid and volunteer staffing levels calls
and South Tongass Volunteer Fire necessary to keep up with increasing »» Completion of staffing analysis
Departments call volume (March 2018)
i. Provide quality EMS care by »» Increase number of advanced life »» Number of Advanced Life Support
the North and South Tongass Volunteer support training hours (FY 2022) certifications per department
Fire Departments »» Increase the average number of »» Training hours
training hours by members (FY 2020) »» Median number of volunteers within
»» Increase the number of experienced a department staying longer than 3
responders (FY 2023) years
7
Promote a clean
Community Health & Safety and safe community
Strategic Outcomes[ Objectives [ Measurement
What we want to accomplish How we will get there Did we get there
j. Provide a safe working »» Develop and execute departmental »» Meet or exceed OSHA standards
environment for Borough employees worker safety programs with scheduled »» Meet or exceed an Experience
training for field staff (FY 2019) Modification Factor of .85 for worker
»» Develop worker recognition compensation claims
program for no injuries by field staff
(FY 2021)
»» Audit and update departmental
Borough safety plans annually (FY
2021)
k. Maintain service area roads Service areas with road powers to »» Capital upgrades completed annually
to established service area standards establish applicable road standards on »» Percentage of quarterly surveys
an annual basis as part of the budget accomplished
process (Ongoing) »» Citizen complaints received by Public
Works per service area
l. Reduce the number of animal »» Respond to animal bite reports »» Number of dog bite reports received
bites in the Borough within 4 hours of receiving a complaint »» Number of dog bite reports responded
(Ongoing) to within 4 hours
»» Educate the public about the leash
law (Ongoing)
»» Enforcement of Borough leash law
(Ongoing)
m. Reduce solid waste and junk »» Respond to citizen complaints within »» Percentage of timely responses to solid
vehicle code violations identified by one work week (Ongoing) waste and junk vehicle reports
citizen complaints or Borough staff »» Organize annual community cleanup »» Percentage of cases closed within 8
activities (Each April) months
»» Initiate a minimum of three public »» Execution of community cleanup
information campaigns related to activities
solid waste violations or junk vehicles
(Ongoing)
n. Ensure proper emergency »» Complete update of Greater »» Percentage of Borough department
preparedness Ketchikan Area Emergency heads and executive level employees
Operations Plan (FY 2022) trained in FEMA courses ICS 100, 200, 300,
»» Ensure Borough staff is properly 400, 700, 800 and job specific courses
trained to respond to emergencies »» Annual table-top exercises for
(FY 2021) department heads and executive level
»» Ongoing maintenance and employees
implementation of the Borough’s vital »» Completion of an update to the Greater
record program, including disaster Ketchikan Area Emergency Operations Plan
prevention and recovery phases »» Test vital records program through
(Ongoing) annual records audits
8Maintain and grow
Vibrant Economy a diverse economy
Strategic Outcomes[ Objectives [ Measurement
What we want to accomplish How we will get there Did we get there
a. Examine adequate housing »» Conduct housing assessment »» Housing vacancy rates
opportunity for all socioeconomic and develop Borough-wide housing »» Housing price ratio to income levels
classes strategy based on the assessment »» Cost of construction
(FY 2022)
»» Complete housing gap analysis
(FY 2022)
»» Review development barriers (FY
2019)
b. Facilitate new business »» Support efforts to maintain SBDC »» Number of new businesses registered
development and existing business presence in Borough (Ongoing) for sales taxes
growth »» Create instructional videos to »» Gross sales volume
educate businesses on how to more »» Percentage of departments meeting
easily navigate Borough services and customer response goals for permitting
requirements (FY 2022) »» Review code to reduce barriers
»» Reduce barriers to growth (FY
2019)
»» Update and provide new business
packets (FY 2018)
c. Support and increase »» Complete inventory of Borough »» Acreage in private ownership
private property ownership & support lands (FY 2020) »» Annual Borough land sales
entrepreneurial efforts to utilize »» In consultation with Borough »» Annual Borough land leases
Borough-owned land realtor and staff, develop plan to »» Percentage of market value revenue
rezone and sell Borough-owned land on sales and leases
(FY 2025)
d. Facilitate development of a »» Provide assistance for continued Number of tests administered by UAS
highly skilled workforce operation of the UAS Testing Facility Testing Facility
(Ongoing)
9Maintain and grow
Vibrant Economy a diverse economy
Strategic Outcomes[ Objectives [ Measurement
What we want to accomplish How we will get there Did we get there
e. Develop sustainable and »» Develop a plan for improved funding »» Assembly adoption of policy level
effective contracted services program process and Assembly adoption criteria for services to be provided
of policy identifying and describing »» Compliance with contractor
services to be provided (FY 2018) benchmarks
f. Promote economic »» Develop a standardized CPV grant »» Assembly approval of CPV grant
development through proper application process and review criteria application and review criteria
distribution of CPV funds (FY 2021) »» Number of audit findings related to CPV
»» Annual review of CPV allocations funding
to ensure compliance with State law »» CPV grants allocated annually
(Ongoing)
g. Predictable and stable tax Develop five-year fiscal plan that »» Annual Borough tax rate
burdens provides stable Borough, Service »» Borough reserve balances
Area, and School District funding
with a sustainable tax revenue stream
reflecting anticipated future State and
Federal reductions, including Secure
Rural Schools funding; to be presented
at the annual Assembly Policy Session
(FY 2019)
h. Encourage buy local Continue to support annual Sales Tax Assembly adoption of Sales Tax Holiday
activities Holiday (Ongoing) resolution
i. Plan for continued cruise »» Create a communityh tourism »» Creation of community tourism strategy
ship industry growth strategy utilizing stakeholder »» Completion of neighborhood plans
engegement and public workshops »» Number of complaints directed to
(FY 2022) Borough offices related to Herring Cove
»» Develop neighborhood plans for
areas heavily impacted by tourism
industry (Ongoing)
»» Establish new program to address
tour industry growth in Herring Cove
(FY 2022)
10Transportation Deliver a seamless transportation network for resident
and non-resident air travelers and transit patrons
Strategic Outcomes[ Objectives [ Measurement
What we want to accomplish How we will get there Did we get there
a. Offer efficient, cost-effective »» Improve system performance »» Number of passengers served
bus transportation to the general through fare adjustments, technological »» Annual survey of passengers to ensure
public upgrades, and route modifications transportation needs are being met
(Ongoing) »» On-time performance
»» Develop airport shuttle strategy (FY »» Transit Department revenue &
2021) expenditures
b. Provide cost-effective »» Evaluate coordination opportunities »» Number of coordination efforts with
transportation opportunities for senior to reduce costs (Ongoing) outside agencies
citizens and individuals with mobility »» Utilize advanced paratransit »» Paratransit and senior service costs
challenges management system software (FY »» Completion of cost benefit analysis
2022) »» Acquisition of paratransit buses
»» Complete cost benefit analysis »» Paratransit contractor RFP issued
of areas exceeding ADA minimum »» Cost of senior and paratransit services
requirements (FY 2022) »» Number of paratransit and senior
»» Study alternate means for serving customers served
customers in lower demand areas (FY
2022)
»» Implement conditional eligibility
determination program for paratransit
customers (Ongoing)
»» Complete strategy to transition
senior van customers to paratransit
(FY 2022)
»» Improve travel and training program
for new customers to transition
customers conditionally eligible for
paratransit (Ongoing)
c. Diversify Transit »» Maximize non-General Fund grant »» Annual grant revenue
Department revenue opportunities sources (Ongoing) »» Advertising revenue
»» Develop advertising sales program
(FY 2022)
11Transportation Deliver a seamless transportation network for resident
and non-resident air travelers and transit patrons
Strategic Outcomes[ Objectives [ Measurement
What we want to accomplish How we will get there Did we get there
d. Improve branding of Transit »» Paint new buses with art reflective »» Annual grant revenue
system of the community (Ongoing) »» Advertising revenue
»» Develop a brand strategy for
Transit, including Paratransit and
Senior Services (FY 2022)
e. Ensure adequate airport »» Expand Revillagigedo parking lot »» Number of days in which parking is at
parking capacity for the traveling (FY 2021) full capacity
public »» Study parking fee increases to »» Completion of parking fee study
manage capacity (2018) »» Development of communication plan
»» Refine communication plan to
better notify the public when parking
lot is at capacity (2018)
f. Provide consistent and »» Complete ferry capital »» Construction of new ferry ramps
timely airport ferry access to the improvements, including new ferry »» Airport ferry modifications completed
Ketchikan International Airport ramps, and increased airport ferry »» Completion of service expansion study
capacity (FY 2021) »» Number of times vehicles/passengers
»» Study service expansion options unable to be accommodated on ferry due
(FY 2021) to capacity issues
g. Offer adequate waiting »» Expand and improve bus stop »» Number of bus stop improvements
facilities for the traveling public locations, amenities and signage (FY completed
2020) »» Completion of new passenger waiting
»» Construct new airport passenger facility at Revillagigedo airport parking lot
waiting facility at Revillagigedo airport
parking lot (FY 2022)
h. Meet seasonal public transit »» Improve passenger circulation »» Number of passengers served each
needs throughout demand locations during season
visitor season through capital »» Annual bus driver vacancies during
upgrades and route modifications summer season
(Ongoing) »» Purchase of new summer shuttle with
»» Address bus driver shortage expanded capacity
during peak season (Ongoing)
i. Provide adequate airport »» Complete terminal expansion »» Number of passengers served
terminal facitlites to accommodate the needs assessment (FY 2021) »» Completion of needs assessment
traveling public and airlines »» Develop plan for expanded »» Completion of development plan
capacity (FY 2021)
12Provide programming and services that support a high quality
Quality of Life of life, including but not limited to culture, recreation and
education
Strategic Outcomes[ Objectives [ Measurement
What we want to accomplish How we will get there Did we get there
a. Maintain safe and clean »» Develop maintenance standards »» Maintenance hours spent on trails and
Borough trails and beach facilities for each Borough trail and beach beaches
facility (FY 2019) »» Number of citizen complaints related
»» Identify and include upgrades in to beach and trail maintenance
Borough CIP (FY 2019) »» Trail and beach capital projects
b. Maintain and enhance »» Include recreation and park facility »» Maintenance hours spent on individual
recreation and park facilities upgrades in Borough CIP (Ongoing) facilities
»» Incorporate aquatic center and »» Electronic tracking of aquatic and
recreation center maintenance plan in recreation center maintenance
electronic maintenance management
program (FY 2020)
c. Offer a wide array of quality »» Complete annual evaluation of »» Number of classes targeting specific
recreational programs to different recreational program participation (FY demographic groups
demographic groups 2018) »» Participation rate in each class
»» Conduct customer survey (Ongoing)
d. Provide recognized Learn »» Employ appropriate number of »» Number of waitlisted swim lesson
to Swim Program for all ages well-trained instructors to ensure full customers
schedule of swim lessons (Ongoing) »» Percent of classes with full enrollment
»» Partner with School District to »» Continuation of School District
provide swim lessons to school swimming program
children (Ongoing)
e. Offer diverse and quality Conduct customer survey to determine »» Gateway Recreation Center and
recreational opportunities for equipment and facility wants and Gateway Aquatic Center usage
individuals of varying abilities needs (FY 2018) »» Completion of customer survey
f. Support access to library Provide predictable level of library Historic and current library funding level
services funding to the City of Ketchikan for
operation of library (Ongoing)
g. Maintain Borough planning Investigate planning and zoning Percentage of cases closed within 8
and zoning standards violation reports within one week (FY months
2018)
13Provide high quality, responsive, transparent
Organizational Excellence and innovative services in an efficient and cost-
effective manner
Strategic Outcomes[ Objectives [ Measurement
What we want to accomplish How we will get there Did we get there
a. Effective and convenient »» Annual review of departmental and Borough- »» Number of Nixle and social media posts
communication with citizens wide communication methods to ensure »» Response time and methods of
communication is meaningful, cost efficient responses on complaint logs
and being provided in a way citizens choose to »» Number of online forms, instructional
receive information (Annually in December)
»» Provide additional forms and instructional
videos created
videos on Borough website to improve online »» Completion of website redesign
access to Borough (Ongoing)
»» Redesign website to improve accessibility,
streamline user experience, and navigability (FY
2020
b. Timely responses to citizen »» Provide initial staff response to »» Number of online forms, instructional
requests citizen complaints within one business videos created
day (FY 2018) »» Staff response time to citizen
»» Provide acknowledgement of complaints
records information requests within »» Number of complaints that escalate to
one business day and respond to Manager's Office
records requests within legally- »» Records information request response
mandated timeframes (Ongoing) time
»» Each department shall set service
benchmarks and related benchmarks to
be reported to the Assembly (FY 2019)
c. Provide high quality and »» Provide regular internal training »» Number of internal training opportunities
effective service opportunities for staff (Ongoing) offered and attendance figures
»» Provide professional development »» Establishment of education
opportunities through training and reimbursement fund
establishment of education reimbursement »» Professional development training
fund (Ongoing) funded each fiscal year
»» Institute departmental benchmarks that
»» Completion of customer service training
measure accuracy and responsiveness
(January 2018) »» Number of citizen complaints related to
»» Provide annual employee customer accuracy and/or service
service training (Ongoing) »» Completion of service directory
»» Develop a service directory for staff to »» Implementation of new GIS mapping
improve customer service (FY 2019) options
»» Improve GIS mapping options (FY 2021)
d. Improve organizational »» Reduce paperwork and increase »» Establishment of technological
efficiency technological workflows (Ongoing) workflows for Boro documents, purchase
»» Use technology to improve orders, leave requests, timesheets and
efficiency where appropriate and cost- travel authorizations
effective (Ongoing)
14Provide high quality, responsive, transparent
Organizational Excellence and innovative services in an efficient and cost-
effective manner
Strategic Outcomes[ Objectives [ Measurement
What we want to accomplish How we will get there Did we get there
e. Recruitment and retention of »» Conduct compensation study (FY 2020) »» Completion of compensation study
qualified employees »» Complete annual employee climate »» Compilation of employee climate survey
survey to gauge job satisfaction level »» Number of applicants per position
(Ongoing) »» Turnover rate
»» Complete monthly employee newsletter, »» Ethics and supervisory training class held
which will include recognition of employees »» Overtime rates
(Ongoing) »» Number of seasonal positions left unfilled
»» Provide annual ethics and supervisory »» Implementation of HR software upgrade
training (FY 2019)
»» Upgrade HR software to improve
application, recruitment (FY 2020)
f. Report on financial health of Complete 10-point test of government Completion of annual financial health
Borough financial health, evaluating the report, to be distributed to Assembly at
Borough’s financial position, solvency Annual Policy Session
and financial performance (FY 2018)
g. Reduce health insurance »» Develop employee wellness »» Establishment of wellness program
costs program (FY 2018) »» Promotion efforts of Bridge Health and
»» Promote cost-saving measures Teledoc
such as Bridge Health and Teledoc »» Percentage of annual growth of plan
(Ongoing) »» Utilization of health insurance
h. Review Borough code for »» Complete rewrite of Title 18 (FY »» Assembly adoption of Title 17 and Title
usability and applicability 2021) 18 code changes
»» Complete rewrite of Title 17 (FY »» Annual departmental reviews
2021) completed
»» Adopt code changes identified »» Number of code ordinances brought
in legal review with new legal review forward annually
every ten years (FY 2024) »» Legal review changes adopted by
»» Annual departmental reviews of Assembly
code to ensure KGBC is applicable,
understandable and relevant (Each July)
i. Openness and transparency »» Compliance with Open Meetings »» Open Meetings Act violations
in public meetings and processes Act and public records and information »» Number and method of public notices
laws (Ongoing) distributed, published, and/or posted
»» Complilance with public
notice requirements for matters
affecting citizens such as elections,
foreclosures, etc. (Ongoing)
j. Review and revise Borough Complete Comprehensive Plan Adoption of new comprehensive plan by
Comprehensive Plan update (FY 2021) Assembly
1516
Appendix A: Comprehensive Plan Vision and Goals
The goals included in the strategic plan reflect the Proposed Comprehensive Plan Update, which will focus on:
1. Land Use
2. Economic Development
3. Housing
4. Parks and Recreation, Culture, Arts, and Historic Resources
5. Transportation
6. Community Facilities
7. Implementation and Administration
The Comprehensive Plan Update includes the following Community Vision:
With a pragmatic understanding of change and the need for growth and development, Ketchikan’s residents want future
generations to have access to a similar or better quality of life and opportunities than we currently possess. In order to
achieve this vision in Ketchikan, a three-pronged approach is taken by the Ketchikan Gateway Borough.
1. Valuable natural, historical, and cultural resources shall be identified.
2. Key economic development and physical growth initiatives shall be supported through a variety
of administrative and policy mechanisms.
3. Guidelines shall be established to encourage development that preserves or enhances
valuable resources while furthering key growth initiatives.
Valuable resources already identified to be maintained include marine and upland ecosystems, historic buildings and
landmarks, ethnic and temporal population diversity accompanied by enduring cultural symbols. Other resources of deep
value in the community may be identified over time.
Support for growth and diversification of the maritime, fishing, timber, and visitor industries; encouraging the creation of
adequate and affordable housing; workforce development through encouraging vocational training, and enhanced port
facilities are some of Ketchikan’s key economic and physical growth initiatives.
The preceding are balanced administratively by directing growth toward the most suitable lands and existing infrastructure,
encouraging public access to marine and forest environs, and coordination between governments that provides for the
unification of efforts where possible.
The current Comprehensive Plan lists the following goals related to the goals outlined in the Borough’s Strategic Plan:
Community Health and Safety
Potable Water
Goal 501
The Ketchikan Gateway Borough encourages support of Ketchikan Public Utilities and local Service Areas in providing for
a safe, high quality and adequate supply, treatment, distribution, and conservation of potable water to meet the needs of
present and future residents.
Solid Waste
Goal 601
The Ketchikan Gateway Borough encourages efforts that provide for the adequate collection, disposal and resource
17recovery of solid waste in a responsible and economically feasible manner to meet the needs of present and future
Borough residents.
Sanitary Sewer
Goal 701
The Ketchikan Gateway Borough supports existing efforts, and promoting additional efforts that provide adequate,
economically sound collection, treatment, and disposal of sewage. These services shall meet the needs of present and
future residents while ensuring the protection of public health and the maintenance and protection of ground, nearshore,
and offshore water quality.
Drainage
Goal 801
The Ketchikan Gateway Borough supports existing Alaska Department of Environmental Conservation (DEC) stormwater
management system regulations which protects real and personal properties, and which promotes and protects ground
and nearshore water quality.
Capital Improvements
Goal 1201
The Ketchikan Gateway Borough encourages the development and maintenance, in a timely and efficient manner,
adequate public facilities for both existing and future populations, consistent with available financial resources and the
other elements of the Comprehensive Plan.
Vibrant Economy
Economic Development
Goal 1101
The Ketchikan Gateway Borough supports, promotes, and encourages through a cooperative effort with the City of
Ketchikan and the City of Saxman and the community at large, strategies to create development of an attractive setting,
facilities, quality of life amenities, and other services to increase the attractiveness as a commerce destination.
Goal 1102
The Ketchikan Gateway Borough, in concert with the City of Ketchikan, encourages exploring the expansion of the role of
the Downtown core neighborhood as the civic, cultural, and economic center of the downtown community through careful
urban design and planning of public and private facilities.
Goal 1103
The Ketchikan Gateway Borough encourages tourism, convention, and other visitor-related activities.
Goal 1104
The Ketchikan Gateway Borough encourages the development of future, and enhancement of existing port facilities.
Goal 1105
The Ketchikan Gateway Borough encourages the development of strategies to reduce or prevent “leakage”, the purchase
of goods by mail, and encourage buying locally.
Goal 1106
The Ketchikan Gateway Borough encourages the development and expansion of the seafood industry and the services
and facilities, which benefit commercial fishing activity and attract fish processors and harvesters to Ketchikan.
Goal 1107
The Ketchikan Gateway Borough encourages the development and expansion of the timber industry with an emphasis
18on local processing, and the services and facilities, which benefit local and regional timber activity and attract timber
processing to Ketchikan.
Goal 1108
The Ketchikan Gateway Borough encourages and may support regional economic development projects in other cities and
locations in Southeast Alaska while creating a local environment of services with offerings attractive to local commerce.
Goal 1109
The Ketchikan Gateway Borough, in concert with local, state and federal agencies, and other public and private
organizations, encourages the investigation of the benefits of local or regional vocational education programs to address
current and future industry needs in construction, maritime, commercial fishing, timber, and other vocational industries.
Goal 1110
The Borough encourages the creation of a development plan for Gravina Island that in juxtaposition to existing area wide
economic development potential that provides for new economic opportunities to diversify and strengthen Ketchikan’s
economic health.
Goal 1111
The Borough encourages the exploration for establishing alternative energy production industries including, but not limited
to: tidal, cellulose, recycled or byproduct timber, or other technologies.
Goal 1112
The Ketchikan Gateway Borough encourages the exploration for establishing communication and/or data transmission
industries in Ketchikan including, taking advantage of the recently provided fiber-optic cable connecting to the state-wide
fiber-optic network.
Goal 1113
The Ketchikan Gateway Borough encourages the expansion of the health care industry as exemplified by PeaceHealth
and recognizes the importance of the regional location of Ketchikan in providing potential lifesaving services to the region.
Goal 1114
The Borough encourages the development of the real estate industry, specifically the “second home” industry, recognizing
the numerous attractions the Ketchikan Gateway Borough provides.
Transportation
Traffic Circulation
Goal 301
The Ketchikan Gateway Borough encourages the safe, convenient, and efficient motorized and non-motorized
transportation system for the movement of people and goods.
Quality of Life
Recreation
Goal 901
The Ketchikan Gateway Borough supports a recreation system to provide recreational opportunities adequate to serve
the present and future population of the Borough, including permanent residents and visitors.
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