State, ACS finalize five year contract

The State of Alaska finalized a five-year, $92.5 million contract Dec. 10 with Alaska Communications Systems to provide telecommunications services for state government.Signing the contract could represent milestones for state government, officials believe."This is one of the largest nonconstruction procurements ever done by the state of Alaska," said Jim Duncan, commissioner of the state Department of Administration.The contract also may be the first such large telecommunications partnership between a state government and a private company, Duncan said. Georgia has issued a request for proposal for a similar contract, he noted.After a 110-day transition period, the contract takes affect in April, said Sharon White, who worked on the contract with the state Information Technology Group.The first major new component of the contract to begin running will be a new videoconference system, Duncan said. By mid-March the new system should be installed at the Atwood Building in Anchorage, the Governor’s conference room of the State Capitol in Juneau and at the Butrovich Building in Fairbanks.For ACS the contract is a means for the company to offer new technology, said ACS President Wes Carson. The state will be the anchor tenant for new services, he said."We also see this as an opportunity to bring this technology to businesses in the state," Carson said.The margins are thin in the early years of the contract, but Carson said his company expects to handle the contract profitably during the five-year term.Another bidder on the contract, General Communication Inc., did not file comments during the protest period, said GCI spokesman David Morris.AT&T Alascom also did not file comments, said spokeswoman Meg Sudduth.The new contract aims to streamline state telecommunications services. The state issued a request for proposals in August 2000, and bids were due that December.The Department of Administration issued a notice of intent to award the contract to Anchorage-based ACS Nov. 15.ACS plans to provide $29 million in capital investments as part of the contract.Key elements in the contract include improved broadband services to state offices in urban and rural Alaska and reduction of the state’s long-distance calling costs by allowing calls between state offices to be local calls. With final approval of the contract, ACS would provide improved cellular and satellite phone service. Video conferencing is another major element of the contract.

Budget to be $906 million short

JUNEAU -- Low oil prices will require Alaska to use $906 million in reserves to balance next year’s state budget, according to a revenue forecast released Dec. 7 by the state Department of Revenue.The department predicts oil prices will hover around $18 per barrel for the next two years following a similar period of higher-than-average prices.The dip is expected to cause the state’s Constitutional Budget Reserve, a fund used to make up the deficit in state spending, to be empty by July 2004 unless new revenue sources are found."It’s almost a year sooner than we said in our earlier forecast," said Larry Persily, deputy commissioner of the Department of Revenue.Oil prices are expected to average $20.55 for fiscal 2002 and then decline in each of the next two budget years. Prices are expected to average $18.81 a barrel in fiscal 2003 and $19.72 a barrel in fiscal 2004.Oil revenues make up about 82 percent of the state’s unrestricted funds and fuel its $2.5 billion general fund.North Slope production is expected to increase after falling to below 1 million barrels a day in fiscal 2001 for the first time in 24 years.The department predicts production will average 1.01 million barrels a day in fiscal 2002 and remain above that mark through 2008.But Revenue Commissioner Wilson Condon said the state’s budget gap will continue to grow despite oil prices because of declining tax revenues from newer fields. He said the state must find new revenue sources to make up the gap between revenues and spending."Our reliance on newer, more costly oil to replace the declining flow from our aging fields means less revenue for the state. Low oil prices only exacerbate the situation," Condon said in a statement.The Constitutional Budget Reserve is at $2.8 billion and is expected to drop to $2.3 billion by July.

Juneau escapes much of timber-related pain

JUNEAU -- Juneau’s economy has been doing fairly well in the past decade, unlike the rest of Southeast Alaska, according to an analysis by a Juneau research and consulting firm.From 1990 to 1999, Juneau’s employment rate rose 18 percent, while Sitka’s employment rate fell 2 percent; Wrangell-Petersburg’s fell 3 percent; Haines’ dropped 8 percent; Ketchikan’s employment rate slipped by 9 percent; and Skagway-Hoonah-Yakutat experienced a 17 percent drop, Jim Calvin of the McDowell Group told a Juneau Chamber of Commerce meeting Nov. 30.Overall, Southeast employment rose 4 percent and the state as a whole rose 16 percent, he said.Statistics show Southeast communities suffering major economic distress in the 1990s, but indicators illustrate that the worst is behind us, Calvin concluded.Payroll trends for 1990-99 showed Juneau up 6 percent; Sitka down 13 percent; Haines down 19 percent; Ketchikan down 21 percent; and Skagway-Hoonah-Yakutat down 35 percent. Southeast was off 9 percent overall while Alaska as a whole was up 5 percent."Juneau typically tracks Alaska, but the rest of the region is separate," Calvin said. "Primarily this is due to the timber industry."Downturns in Southeast’s timber industry began in 1990 with the shutdown of the Haines sawmill, the community’s single largest employer.In 1994 came the closure of the Wrangell sawmill, followed by the 1997 closure of the Ketchikan pulp mill.These closures meant the "loss of hundreds of year-round, high-paying jobs," Calvin said.Wage trends in real dollars, 1990-99, were minus 10 percent for Juneau; minus 12 percent for Sitka, Haines and Southeast; and minus 13 percent for Ketchikan. Alaska was minus 10 percent.As to personal income in real dollars including Alaska Permanent Fund dividends for the same period, Juneau was up 14 percent; Haines was minus 1 percent; Ketchikan was down 7 percent; Prince of Wales was off 11 percent; Skagway-Hoonah-Yakutat was minus 6 percent; and Southeast overall was plus 2 percent.Per capita income in Juneau in 1999 was $33,974, while Alaska was $28,629; "substantially above the U.S. average but the gap is shrinking," Calvin noted.Income in Juneau has been flat over the last decade "but it has escaped the down trends of the timber industry," he said.All over Southeast, the number of proprietors and self-employed people is increasing. Many of these jobs are in tourism, bed-and-breakfasts and cab driving, translating into lower incomes, he said.The exception was higher-paying jobs created by the building of a Southeast Alaska Regional Health Consortium hospital in Sitka, he said.Like Jon Carter of DIPAC who spoke to the Chamber two weeks earlier, Calvin noted the competition of Chilean seafood."Everyone knows that we have been battling farmed fish, which now accounts for about 60 percent of world salmon production," he said. He suggested Alaska "take measures to penalize the Chileans.""In the 1970s and 1980s, the world came to Alaska and knocked on our door for timber and seafood, and it’s not doing that any more," Calvin said. "We need to take Alaska to market."The numbers Calvin put forward "offer some pessimism, but we are optimistic at the bank," said Lloyd Johnson, vice president of First National Bank, who attended the talk. "We are lending money right and left and taking deposits right and left."Johnson agreed with Calvin that Southeast must get out and sell itself. "We need to do that with tourism and even in respect to keeping our Capitol at the corner of Fourth and Main," Johnson said.

Venture capital still fuels start-ups

U.S. venture capitalists have made investments of $31.6 billion so far this year, including $1.8 billion in November. A total of 454 companies have been funded in the past two months alone. The venture capital industry, despite reports of doom and gloom, is still fueling start-ups and fast growth all over the country.Let’s have a look at some of the deals that occurred on Dec. 3: American Capital Strategies pumped $31 million into Numatics, a provider of pneumatic valves, air filters and motion control devices in Highland, Mich. Advent VP and Warburg Pincus invested $15.1 million in Netik, a provider of end-to-end electronic business and straight through processing solutions for the financial services industry. Kennet Capital Ltd. led a second-round infusion of $8 million for CascadeWorks, a San Francisco provider of enabling services for e-procurement. These funds were for continued market penetration and fast growth. Three companies, Zero Stage Capital, Pennsylvania Early Stage Partners and Sodexho provided third-round funding of $3.25 million for the software firm Gazelle Systems of Newton Upper Falls, Mass.On Nov. 30, Genscape Inc., a provider of energy information services out of Louisville, Ky., received its first-round funding of $3.55 million. Chrysalis Ventures led the investment with other venture capital, Angel and industry partners.This one deal alone serves to dispel a few venture capital myths that have started this year: Myth 1: If you don’t live in Silicon Valley there is no venture capital money; Myth 2: Venture capitals don’t do deals with angels or industry partners; and Myth 3: No first-round funding is being done.So who are the major players? The top investors over the last 90 days have been New Enterprise Associates with $381.7 million; Oak Investment Partners, $338.5 million; Bessemer Venture Partners, $261.6 million; Centennial Ventures, $227.4 million; and Mayfield Fund, $216.8 million.Where is the money going? The top industries are still software companies and firms that provide Internet or networking services, but there is also a strong interest in biotech and telecommunications, especially broadband and wireless companies. You may be surprised to hear that venture capitals are still investing in e-commerce companies and the retail industry.Northwest Venture Associates in Spokane, Wash., is a great example of a venture capital firm succeeding in today’s market conditions. NWVA invests in solid companies with a lot of potential. They need not be the next venture capital home run. They don’t look for returns of 100 or 1,000 times their investment, as many venture capital firms have done over the past few years.The old rule of thumb of a five to 10 times return works well for them. This year they have invested in a chain of veterinary clinics, a high-end retail outlet for gourmet cooking utensils and a manufacturer of nostalgic children’s games.NWVA’s first fund had a net internal rate of return of more than 20 percent; its second fund had a net internal rate of return in excess of 50 percent and raised a third fund last year of $150 million. What’s their philosophy? They look for real businesses serving real customers with real needs.One of the other myths prevalent this year is that venture capitals can’t raise money. Yet Trivest Inc. of Miami has just announced the closure of its third fund with $316.1 million in committed capital. Trivest specializes in buy-outs of firms in the $30 million to $150 million range. This type of investment firm is crucial to the exit strategies of venture capitals who concentrate on seed and first-round funding.In a survey of venture capitalists conducted by Dee Power and Brian Hill, authors of the book "Inside Secrets to Venture Capital," they found that many venture capitalists view the current investment environment as one of the best times in recent years to raise money for entrepreneurs because it is a lot easier to get noticed. It seems the old adage that there is a lot of money chasing a few good deals still holds true.Venture capitals in the survey argue that since entrepreneurs have had to face more realistic valuations, there exist tremendous opportunities for investments in better companies at much lower costs. The survey found that 77 percent of the venture capitalists questioned said the quality of companies has improved over the last 12 months.The most common reason given for an improving investment environment was that there has been a tremendous amount of capital raised that needs be invested, and, as current portfolio demands lessen, more time will be devoted to new investments.So what advice do venture capitals give to companies searching for capital? Have a strong business model with a well-thought-out business plan and get a good management team. Build your company as if you were in a marathon, not a sprint. Show that you can attract paying customers, rather than demonstrating vague notions of customer existence, and then bootstrap your company to get as close to positive cash flow as possible.Now where have we heard this before?Bruce Borup is assistant professor of entrepreneurship at Alaska Pacific University. He can be reached via e-mail at ([email protected]).

Fresh seafood distributor faces challenges, report finds

A report from the McDowell Group, a Juneau-based economic consulting firm, has concluded that a fresh seafood distribution center in Anchorage is not feasible, mainly because a consistent, year-round volume of business can’t be generated by the highly seasonal fishing industry.Those in the fishing business who were interviewed for the report were split on the idea, although a majority, 14 of 25 interviewed, questioned the idea. Eleven of those interviewed favored it, McDowell Group reported.Most of those interviewed felt there is now sufficient capacity to meet transportation and storage needs, and that a new, centralized facility would add costs.However, those favoring the idea felt there was need for a centralized facility to store and transfer fresh fish, and that its benefits would outweigh any added costs.Reasons cited by supporters included "more refrigerated space, a central point for buying and selling fresh seafood, space for consolidation, and a central pickup point for truck backhaul," according to the report.The report was done for the World Trade Center Alaska, which is working on long-range plans to build up the fish handling and distribution business in Southcentral Alaska.The overall conclusion of the McDowell Group report states that, "the seasonal seafood industry does not lend itself to a consistent, year-round source of seafood."The seafood industry is also dependent on the ability of fishers to track and harvest wild fish. The unpredictability in harvesting wild fish often results in thousands of pounds of fresh seafood one day and little or nothing for the next three days," the report said."A central seafood distribution center would have a wide variability in volume of fresh seafood moving through the facility," the McDowell Group wrote.Fresh food distribution centers are common in other states, mainly in handling agricultural produce, and have substantial benefits."A primary benefit is the concentration of suppliers and buyers," the McDowell Group said. "By bringing together regional suppliers and buyers, commerce is enhanced," the report said.An example of a successful fresh food distribution center is Hellman Perishable Logistics in Miami, which moves fresh seafood, fruits, flowers and vegetables from South America to points across the United States.An additional challenge facing the idea of the distribution center, one that faces the entire fishing industry, is the logistics problems of moving fresh seafood into Anchorage from outlying areas."For those fortunate enough to be on the road system, it’s a simple matter of contracting with a local trucking company to move the product," the McDowell Group reported. "The shipping challenge can be daunting and expensive for seafood suppliers not on the road system."Despite the problems, 7 million to 8 million pounds of fresh seafood is shipped annually from rural communities into Anchorage, the McDowell Group found.There are also serious problems within the shipping industry. Seafood often gets bumped for passengers on passenger flights that also carry freight, which leaves the product sitting on the tarmac.Poor communication presents difficulties, the report found. Seafood processors often call freight forwarders at the last minute. Airline managers are often unable to coordinate flights with scheduled fishery openings.A number of recommendations were made in the McDowell Group report. One was to encourage consolidation of fresh seafood into full containers going out-of-state. A full load is 44,000 pounds. According to transportation people interviewed by the researchers, many trailer loads traveling south are only partly full. With full loads, shippers can enjoy reduced costs.Another recommendation is to help medium-size processors upgrade their freezing, icing and processing technology."This would allow significant value-added economic activity in Alaska rather than after the product is shipped Outside," the McDowell group said.

Travel industry to ask state for $12.5 million for ad boost

Alaska tourism officials have prepared new marketing tactics to attract travelers to the state in response to an expected downturn in the industry.The Alaska Travel Industry Association plans to ask the Legislature for $12.5 million designated to market the state to potential visitors. Television and print advertising would promote Alaska as a safe destination within the United States at a time when some travelers are more inclined toward domestic travel, said Mark Morones, ATIA’s communications director.Other U.S. destinations have also stepped up their marketing to compete for these visitors, he said. Typically, potential visitors perceive Alaska as a destination on par with major international locales.Looking ahead to 2002, the Travel Industry Association of America believes travel will be soft through the first half of the year and could return to 2001 figures later in the year for overall flat statistics.The Washington, D.C.-based organization also noted that corporate and convention travel had dropped before September’s terrorist attacks, which occurred during peak convention and business travel season. The group forecasted a slow recovery for this travel segment, but found that some canceled conventions were rebooking events.The association also cited a National Business Travel survey conducted in late September that showed that most corporations were not suspending travel but 58 percent expected their companies to reduce travel. The reduction could be a means to trim costs during economic downturns, the travel group said.The Anchorage Convention & Visitors Bureau developed its plan in November, geared to building its future meetings and convention business.Alaska is a safe destination at a time when some travelers hesitate to travel to international destinations, ACVB officials noted."We see that as a great opportunity for us," said Bruce Bustamante, president and chief executive of the ACVB.He believes the economic diversity that meetings and conventions bring to Anchorage is important to the community especially during fall, winter and spring seasons. ACVB has developed those months as prime time for national and state gatherings.Now ACVB aims to boost its promotion of Anchorage as a convention destination, especially as the upcoming summer season may bring fewer visitors than in 2001."We’re going to build on our strength," he said.This month ACVB is launching a new campaign to bring more meetings and conventions to town. The organization had already established some changes. In April ACVB reorganized its departments, moving three people to the convention sales department, Bustamante said.New strategies include working with members, businesses and organizations to obtain leads about possible meetings, especially national events, he said.The campaign took a month to develop, he said.ACVB expects most conventions already planned will still conduct events here although perhaps bringing fewer delegates.Plans also call for increasing direct marketing aimed at encouraging Alaskans, who like other Americans are expected to stay closer to home, to visit Anchorage.ACVB officials also increased its 2002 goal for meetings and conventions booked to $83 million, he said. Bustamante believes the target is achievable since this year sales are on track to hit $78 million.However, possible increased business from meetings and conventions probably won’t make up for a possible lackluster visitor season, he said."We’re optimistic about meetings and conventions business. We’re not optimistic about the tourism season," he said.State tourism promoters would be helped by $12.5 million from the state, a request the Alaska Travel Industry Association has proposed, he said.Last year September and October were usually some of the busiest months for convention business in Anchorage, ACVB statistics show.During that period this year 10 meetings canceled events and several others were affected by the Sept. 11 attacks, ACVB reported. Attendance at two large conventions was cut in half, and ACVB estimated total losses to Anchorage business at $3 million.

Remodeling project begins at landmark bar

JUNEAU -- After losing seven parking spaces, including handicapped parking, to construction of the Marine Way turnaround, Don Harris said he decided to let his Cookhouse Restaurant "die a natural death."The restaurant, next door to the Red Dog Saloon, closed for good after the end of the cruise ship season. Harris, president of Cookhouse Inc. and owner of the Red Dog, decided to use the downturn in restaurant business that came after the loss of parking as an opportunity to remodel and capitalize on his growing online souvenir business.The $1 million remodel job will expand the souvenir business, improve food service in the Red Dog and give Harris and his wife a new downtown residence."We have a big hole in the ground and are starting all over again," Harris said.The current Red Dog and what was the Cookhouse were built at 278 S. Franklin St. in 1987-88.The remodel won’t change its basic footprint, at historic Miners Square, but a second floor will be added to the current arrangement of main floor with mezzanine. The hole in the ground will accommodate a freight elevator. New plumbing will be installed and everything will be brought up to current city building codes.The full, 4,000-square-foot second story will become a residence for Harris and his wife, Rose, as well as a facility for the mail-order business, said their son Case, who is marketing director."The saloon itself is receiving several major upgrades, including a high-volume air system, and we’re in the process of renovating and upgrading the food service with a state-of-the-art kitchen," Case Harris said.Although the Cookhouse is no more, there will still be food service, and the popular 3-pound hamburgers, with or without cranberries, will remain, as will beer-batter onion rings and halibut.Although only about 70 years old, the Red Dog is designed to resemble a picturesque, Gold Rush-era saloon, the sort of place where balladeer Robert Service would have interviewed old-timers and author Jack London might have downed a few beers.Before the current Red Dog was built in 1988, "We were a landmark in reputation but didn’t have a facility to go along with that," said Don Harris. "I had this building designed to what the tourists’ perception was, right down to the shape and configuration of the bar."Harris estimates half a million visitors drop by the Red Dog every tourist season."We had no idea how things were going to grow," he said. "We didn’t have the money to put on the second floor back in ’87. So really we are just completing our long-term dream. With interest rates dropping, we made the decision that this was the year to make major changes."A smoking ordinance passed by the Juneau Assembly earlier this year requires that restaurants and bars be physically separated. That ordinance affected his decision to remodel, but was not the main motivation, Harris said."The smoking ordinance was just the straw that broke the camel’s back," he said. "We wanted to upscale our quality of operation."Under the new ordinance and state regulations, the saloon area is exempt, so smoking will be allowed there. A combination ventilation and heating system is being installed to keep air fresh throughout.For the past two years, Cookhouse Inc. has rented space "all over town" to accommodate its souvenir business: T-shirts, glassware, coasters, frilly garters and such, Harris said. Remodeling will create storage as well as space for filling and boxing mail orders."Now we will have everything under one roof," Harris said.Harris has lived in Juneau since 1968. He purchased the Red Dog in 1972, when it was next to the Alaskan Hotel.General Manager Bruce Legas said that, following renovation, the saloon’s new menu will include deli-style offerings, some produced by ovens capable of smoking meats. The menu will expand to embrace up-scale pizza and foccaccia sandwiches, Legas said. However, the children’s menu and "many of the old favorites" will still be available.The current remodel began Oct. 1, the day after the last cruise ship came to Juneau. Weather permitting, Harris would like it to be completed in late January.Triplette Construction is preparing the Red Dog’s new roof in sections, Harris said."We panelize all of our construction as we are doing at our own shop," said Robert Donovan, assistant projects manager for Triplette.The method is fairly new, but overlaps in some respects with prefabrication, he said. Large roof pieces for the Red Dog will be created at the Channel Drive plant, and then trucked downtown.The saloon roof, an arrangement of Victorian angles, is the result of a collaboration between Design North and Jim Triplette, Donovan said. The pieces are raised into place by large cranes.

Travel industry to fight downturn with marketing

The Alaska Travel Industry Association is preparing a plan to boost state marketing efforts after survey results showed a drop in 2002 bookings to date.The travel industry has been the hardest hit since the terrorist attacks on the East Coast, said ATIA President Tina Lindgren."There’s been an overall drop in travel across the country," she said. "The only thing we can do is marketing."A marketing plan would help recoup losses expected from the upcoming summer visitor season, she said.ATIA expects to ask the Legislature for $12.5 million for its marketing efforts. Also, Gov. Tony Knowles has created a task force to study affects on Alaska industries from the September attacks and develop recommendations, she said.An ATIA survey of 303 Alaska tourism businesses completed in early December showed an average decrease of 23 percent in bookings compared with the same time last year. The survey, conducted by GMA Research, covered 29 sectors of tourism businesses, from air taxis to cruise ships to recreational vehicle rentals. Inquiries from potential visitors were also down by 23 percent overall, the findings showed."We know that this is going to impact us," Lindgren said.A separate ATIA survey studied attitudes of people who requested travel information before Sept. 11.Survey results showed that 10 percent of potential visitors who had decided to visit Alaska no longer plan to come in 2002. One in 10 potential visitors who plan to travel to Alaska next year have made reservations and finalized their plans, ATIA cited from its survey. One-third of visitors who planned to visit Alaska before Sept. 11 say they are definitely planning to visit the state now.Results depict a 2002 season tallying declines in total visitors and direct spending to Alaska tourism businesses, she said."We’re facing a season with a between 10 and 20 percent decrease than in previous years," she said.According to Lindgren, a 10 percent decline in visitors would translate to a loss of $102 million in visitor spending and could cost the industry 1,500 jobs. Those figures are based on an estimated 1.4 million visitors annually who spend about $726 each with tourism businesses.A marketing plan would aim to reverse such an anticipated decline from last year, she said.Marketing efforts would endeavor to persuade people who had thoughts about an Alaska trip to fulfill those plans, she said. Also, since tourists are now reluctant to travel overseas, an Alaska campaign could encourage them to visit the state instead. Work with the travel agent sector and others would inspire them to promote Alaska to travelers, she said. Marketing would also encourage residents to pitch Alaska travel to their friends and relatives, she said.

Business Profile: DC Design Studio

Name of the company: DC Design StudioEstablished: 1997Location: 545 W. Fireweed Lane, AnchorageTelephone: 907-258-5411Web site: www.dcdesign.comMajor focus of services: DC Design Studio develops graphic design services including brochures, newsletters, posters, bus signs, specialty marketing items like personalized pens and company logos, letterhead and business cards. The company also handles Web site design and is working with a client to produce a CD-ROM for marketing efforts.History of the company: An Anchorage graphic designer, Cara Showers, founded the company with her husband David Showers who developed the Web design side of the business. In late 2000 they were looking to sell the business which attracted the attention of Wayne Saucier. The Showers moved to Florida for family reasons. Saucier, who had worked in Alaska off and on, acquired DC Design Studio this summer.The business showed promise, he said. "They demonstrated growth right from the get go," he said.Saucier handles Web design for the company, while Brian Dixon serves as creative director. DC Design Studio also employs a part-time employee. The company also works with several subcontractors.Now DC Design Studio is "poised for growth and picking up more clients," he said. "Our goals are really to grow along with our clients. When they grow we grow," he said.Top accomplishment of the company: Saucier cites the recent debut of an online commerce Web site the company developed for a client. He is also pleased by the continued loyalty of clients following the change of ownership. "We took some extra time to chat with our clients, to learn the history of their businesses and their goals," he said.Major player: Wayne Saucier, owner, DC Design Studio.After studying at several Alaska universities, Saucier earned a bachelor’s degree in French from the University of Maine. He worked in Alaska in various posts for the past five years, including work for nonprofit organizations and political campaigns. As assistant to the state government’s Web master, Saucier learned to develop Web pages and other Internet technology. He also worked for Gov. Tony Knowles and the Legislature. Before he bought DC Design Studio, he worked at a nonprofit organization in Seattle.-- Nancy Pounds

Democrat says GOP has been generous to rural Alaskans

NOME -- Republican politicians in Alaska have been unfairly accused of somehow working against the interests of rural Alaskans. But as a Democrat who’s served with majorities of both parties, I have to say that rural Alaska has done very well under Republicans, and that the Democrats never did any better. I’ve been honored to represent Nome and 29 Western Alaska villages in the Alaska House of Representatives; under Democratic majorities from 1989-92, and under Republican majorities ever since. My district is a rural area where capital expenditures on ports, airports, housing, schools, health and sanitation make a big difference in people’s lives. On almost every issue important to my district and rural Alaska, the Republicans have understood and provided for our needs. Power Cost Equalization The Republican-led Legislature created a $180 million Power Cost Equalization Endowment with proceeds from sale of the Four Dam Pool hydroelectric facilities. Instead of an annual fight to fund PCE, villages now enjoy a reliable source of funding for this critical service to rural Alaska. Housing Decent, affordable housing is a critical need in rural Alaska, and Republicans have been generous in appropriating the millions of dollars in state general funds necessary to bring matching federal funds. This money has built and renovated hundreds of homes in my district and in other rural areas, making a lasting contribution to the quality of life of elders and young families alike. Water and sewer While there’s been much talk about putting the honey bucket in the museum, the Republicans in Juneau and Washington are doing the heavy lifting to make this promise a reality. Republican state lawmakers have consistently voted to appropriate the 25 percent state match that brings 75 percent federal funds for Village Safe Water programs, bringing my district alone $150 million since I took office. Now our public health and sanitation in our villages rivals that of Anchorage, and more money is on the way. Schools In my first four years serving under Democratic leadership, my district received one new school, a $12 million facility in Gambell. But since Republicans took over in 1993, they have invested $160 million for new schools in my district, including new schools in Chevak, Kotlik, Koyuk, Elim and Golovin. Republican leadership is the best thing to happen to rural education since the Molly Hootchdecision mandated local schools in rural Alaska. Subsistence Even though a minority of Republican senators has stalled its progress, a bill to let Alaskans vote on a rural subsistence priority has already passed the Republican-led House. Those blaming Republicans for an urban-rural split should remember that Democrats also failed to pass a subsistence bill during four regular and two special sessions they controlled from 1989-1992, which I attended. All Alaskans should appreciate the challenge that lawmakers of any party face in crafting a subsistence solution that is as fair to urban Natives, and non-Natives, as it is to rural Alaskans. Denali Commission Sen. Ted Stevens, the senior member of Alaska’s all-Republican congressional delegation, helped create the Denali Commission, which brings economic development funds to my district and other parts of Bush Alaska. Primed with millions of cost-sharing state funds voted by Republicans, the commission has so far directed over $110 million into rural Alaska in the last three years. A minimum of an additional $65 million is scheduled for next year. This money not only improves the material well-being of village residents, it also creates critical construction and maintenance jobs that let residents earn the cash they need to get through the winter; hone their vocational skills; and expand the economy in village Alaska. My district is not alone in receiving generous capital funding from Republican legislators. Districts including Nome, Bethel, the Upper Yukon and other rural areas are consistently among those receiving the largest amount of capital funds. The most recent capital budget allocates $6,743 per voter in rural Alaska in Nome, Kotzebue, Bethel, Interior and Aleutians, compared to $1,157 per voter in Anchorage and $1,166 per voter in Fairbanks. Republicans have been quick to recognize the real needs of Bush Alaskans and have not hesitated to vote for such funding, year after year. I have long enjoyed working with my friends on both sides of the aisle, but have found I can best serve the needs of my rural constituents by working with a Republican leadership. Rep. Richard Foster, D-Nome, is serving his seventh term in the House of Representatives.

GCI applies for local service in 10 communities

Alaska Communications Systems officials said they will begin a negotiation process following a competitor’s request to provide local telephone service in 10 towns ACS already serves.General Communication Inc. filed a request Nov. 29 with ACS to offer local telephone service in Delta Junction, Fort Greely, Homer, Kenai, Kodiak, Nenana, Ninilchik, North Pole, Seldovia and Soldotna.GCI’s move followed Anchorage Superior Court John Reese’s decision Nov. 26 to uphold a ruling by state regulators that opened Fairbanks and Juneau markets to other local telecommunications providers.The next step is negotiations for an interconnection agreement between the companies, said Mary Ann Pease, ACS vice president of investor relations. That process could take 270 days in accordance with the Telecommunications Act, she said.However, ACS officials hope regulators will rule to allow a price increase for the rate ACS could charge GCI and others to use its facilities to provide local telephone service, she said."We’re talking about some high cost areas," Pease said.Service to the proposed communities might start in 2003, she said.GCI officials listed fall 2003 in their statement about the proposed service.GCI has been offering local service in Fairbanks since this summer, when the Regulatory Commission of Alaska ordered ACS to let GCI lease equipment and enter the Fairbanks and Juneau markets.The change follows several years of court proceedings.In 1997, GCI had applied to lease ACS infrastructure in Fairbanks and Juneau, arguing that the communities were not rural and could financially support more than one local telephone company.ACS disagreed. The Alaska Public Utilities Commission, forerunner of the current commission, ruled in 1998 that Fairbanks and Juneau were rural, saying GCI failed to meet the burden of proof.GCI appealed that decision to Superior Court, which then ordered the commission to re-examine its ruling, this time placing the burden of proof on ACS.The commission ruled in 1999 that Fairbanks and Juneau were not rural.Shortly after that, the Legislature replaced the commission with the RCA, which made the same ruling later that year.ACS appealed to the Superior Court, resulting in Reese’s decision.

What winter brings, airport maintenance crews remove

Crews that clear snow and ice at Ted Stevens Anchorage International Airport have the right stuff.The 90 or so men and women of the Field Maintenance, Operations and Safety Division can boast that the airport has never been closed because of snow or ice."We’ve had a couple of close calls, but no one can remember when the airport last closed because of snow,’’ said Corky Caldwell, the airport’s aviation operations manager.Caldwell, a former U.S. Navy jet pilot, likened the airport’s snow removal crews to the very best aviators in the service, the "Top Guns."Their attitudes and professionalism are interchangeable, Caldwell said."We have very highly qualified people and great equipment operators,’’ Caldwell said.Anchorage International in 1998 and 1999 won the Balchen/Post Award for excellence in snow and ice control, and once won runner-up in the large airport division.The award, named for famed aviators Col. Bernt Balchen and Wiley Post, is sort of the Pulitzer Prize for snowplow operators.Caldwell said the Anchorage airport, which experienced a relatively mild winter last year, did not nominate itself for the award in 2000 because many Lower 48 airports suffered from more severe snowstorms."We felt sorry for them,’’ Caldwell said.Morale is high and turnover low for the snow crews, equipment mechanics and operations staff, all of whom are dedicated to keeping the airport open in the harshest winter weather. And they vow to keep the no-closure-from-snow record alive, said Dan Hartman, the airport’s manager of airfield maintenance.The Anchorage airport averages almost 70 inches of snow from October through April, with December having the highest snowfall of about 15 inches annually.But snow is just one of the factors crews must face, as freezing rain and frost from icy fog contribute to a slick tarmac. Then there are the freeze-thaw-freeze conditions amplified by the airport being surrounded on two sides by the relatively warm waters of Cook Inlet.In all, airport crews have to clear snow from nearly 25 million square feet of asphalt, everything from runways and taxiways to parking lots, and even a few sidewalks."Basically, it’s anything not covered by a building,’’ Hartman said of the snow crew’s responsibility.The airport’s three runways, however, are the priority.Runway surfaces are monitored for moisture and slickness by computerized sensors. Snow crews also are in close contact with the weather service, Hartman said.When snow or ice first accumulate, an armada of equipment blitzes down a runway at nearly 30 mph. Four plow trucks with 19-foot-wide blades, towing high-speed brooms and snowblowers can clear a runway that’s more than 2 miles long and 150 feet wide in about 15 minutes, Hartman said.The plow trucks are usually followed by a fleet of graders, loaders, dump trucks and sanders.Each year, the airport uses about 5,000 tons of sand, 1,750 tons of a special snow-melting substance called urea, and 100,000 gallons of de-icer, Hartman said.Getting the right combination of sand and chemicals comes with much experience, Hartman said."The art is what to use and when to use it,’’ he added.Driving snow removal equipment isn’t easy, and crews are subjected to annual training and dry runs before the first snow fall. Familiarity with the tarmac is important when the airport encounters white-out conditions, Hartman said.Some employees have been pushing snow at the airport since the 1970s."It takes one to two years for them to be comfortable out there on the line and about seven years before someone can lead a pack of plows,’’ Hartman said.In the summer months, crews maintain equipment, patch cracks and potholes on the tarmac, paint centerlines, remove airplane tire rubber from runways and maintain 37 million square feet of grass, Hartman said.Sixteen mechanics keep the more than 300 pieces of snow removal equipment in shape and often modify equipment to meet the demands of Alaska weather, Hartman said.Recently, mechanics and machinists fabricated a special metal coupling to a snow-sweeping machine that had been suffering from severe vibration problems, Hartman said. The mechanics shared their solution with the machine’s manufacturer and now copies of the couplings are coming out on the machines as standard equipment."The mechanics play a major role in our ability to keep the airport open,’’ Hartman said.In addition to the mechanics, the snow-removal crew consists of 54 equipment operators, 10 electricians, three administration personnel and two people who order parts for the machines. There also are nine equipment operators who are on call.Personnel costs account for about $5 million of the department’s approximate $10 million annual budget, which is funded through landing and fuel fees from the airlines."We’re a state agency, but we’re customer oriented,’’ Hartman said. "The airlines are our customers and we do whatever we can to keep the airlines here and we go out of our way to keep them happy.’’Hartman has big plans for increased efficiency at the airport, including bigger snowplows to speed up removal time. The crews also hope to have a new 74,000-square-foot building in a few years to house offices, equipment and sand.Meanwhile, crews will continue to keep the airport open with what they’ve got, Hartman said."If anybody wants to come to Anchorage, they’ll have a place to land,’’ Hartman said.

This Week in Alaska Business History December 9, 2001

Editor’s note: "This Week in Alaska Business History" revisits events that shaped our past."Those who cannotremember the past arecondemned to repeat it."-- George Santayana, 1863-195220 years ago this weekAnchorage TimesDec. 9, 1981House clears way for new gas line financing packageBy Betty MillsTimes Washington BureauWashington -- The House voted 233-173 today to approve a package of waivers to federal law necessary to ease private financing for the Alaska Highway natural gas pipeline.The vote follows approval by the Senate last month, but final consideration of the waiver package was delayed by a technicality. Even though the resolutions are the same, the number on the resolution is different, prompting reconsideration by the Senate today.That action was expected to occur later today.The margin in the House was closer than expected, largely due to a spate of last-minute protests by consumer groups and negative national publicity.Anchorage TimesDec. 9, 1981Legislators affirm stand on railroadBy Betty MillsTimes Washington BureauWashington -- Members of the Alaska Legislature are heading for a confrontation with the congressional delegation over railroad transfer legislation.Twelve members of the state Senate, here for a legislative conference, voted unanimously today to press for provisions in the bill transferring the railroad to the state and allowing for expansion of the right of way.Last Friday, Alaska Sens. Ted Stevens and Frank Murkowski and Rep. Don Young issued a statement saying that no transfer legislation containing the right of way provisions can clear Congress this year.10 years ago this weekAlaska Journal of CommerceDec. 9, 1991Older, refurbished hotels cater to peninsula visitorsBy Tim MoffattFor the Alaska Journal of CommerceMost of the Kenai Peninsula’s million or so yearly visitors are from Anchorage. After that, trying to define the typical visitor gets tougher.A growing number of visitors of all kinds are choosing charm over modernity, looking for a taste of Old Alaska, if they can do it without giving up some conveniences. Catering to these visitors is the business of three of the Kenai Peninsula’s oldest establishments, given new life by the region’s burgeoning visitor industry.By far the oldest on the peninsula is the Van Gilder, originally put up as an office building in 1916 by Bostonian E.L. Van Gilder. Nestled between a bank and a movie theater in downtown Seward, the Van Gilder is a survivor of the days when Seward was the construction center of the Alaska Railroad, along a route announced a year earlier in 1915 by President Wilson.Although it stood through the disastrous 1964 Good Friday earthquake, the concrete-walled Van Gilder had fallen into decay until it was bought in 1987 by Don and Deane Nelson. They have since invested a sum they won’t reveal to bring the old building back to its original Edwardian charm.Alaska Journal of CommerceDec. 9, 1991NANA works to build jobs for shareholdersBy Margaret BaumanAlaska Journal of CommerceWith typical directness, board members of NANA Corp. dedicated their latest annual report to two very important groups of shareholders: the youths and the elders.The elders, board members said "have the responsibility to provide guidance and instruction to the youths in Inupiaq values, language and culture so that the Inupiaq people of NANA will continue to strive to preserve our way of life."The key to the Kotzebue-based regional corporation’s steady record of financial success may lie, in fact, in the way management has always looked intensely into the past while mapping the future."Our view of the claims act is to protect the land which protects the culture," said John Shively, senior vice president of NANA Development Corp.-- Compiled by Ed Bennett.

Gas-to-liquid demonstration plant in Nikiski nears completion

KENAI -- The gas-to-liquid demonstration plant British Petroleum is building in Nikiski is about 82 percent done, and it’s expected to start producing in February or March, says Steve Fortune, engineering manager for the project.He briefed members of the Alaska Support Industry Alliance Kenai Chapter last month."We are very close to finishing, and we are very excited," Fortune said.Fortune has been on BP’s GTL test team for five years, trying to develop a process in which World War II technology can be made efficient enough to work commercially.A gas-to-liquid plant takes natural gas and turns it into synthetic fuels through a three-step process. The first step is breaking down the gas in a "compact reformer" that takes methane and water and converts them to carbon monoxide and hydrogen, or syngas.BP has developed a compact reformer that is one-fortieth the size of conventional ones. That will reduce costs in construction and transportation to the North Slope."Sixty percent of the cost is in the first step, so if we can bring that price down, it will impact the whole project," Fortune said.Step two takes the syngas, through a technology developed by two German chemists in World War II called the Fischer-Tropsch process, and turns it into a long molecular-chain paraffin, which Fortune said would look a lot like candle wax if allowed to harden. The World War II version of the process was only 20 to 30 percent efficient.BP, with its partner Kvaerner, has developed a new catalyst for the Fischer-Tropsch process, which is boosting its efficiency to 65 percent and beyond.The third step is hydrocracking, breaking down the long-chain paraffin into short molecular-chain fuels such as diesel, jet fuel and naphtha."The gas is much cleaner, and we will derive fuels that are much cleaner from it," Fortune said.The diesel and jet fuels will contain no sulfur or nitrogen oxides or aromatics. The naphtha also will have low levels of aromatics."All of this gives you an idea why BP wants to move in this direction, but there are some barriers," he said.The main one is cost. Bringing down the cost of the GTL process means boosting its efficiency. Most syngas processes are 60 percent efficient, while the Nikiski plant is planned to be 65 percent efficient. That means 65 percent of the carbon as gas that goes into the plant comes out as product. Fortune said a commercial plant standing alone needs to reach 75 percent efficiency.But the plant can take advantage of synergies, to boost the effective efficiency, Fortune said.The GTL process creates excess hydrogen, which could be put back into fueling the process or used as a vehicle fuel."As BP looks to the future of a hydrogen economy, it is the cleanest burning fuel and can be used in fuel cells or for much more environmentally friendly transportation," Fortune said.Ammonia is created, which could be used in fertilizer plants to make urea, while methanol can be used as chemical feed stock in making plastics. And the steam created by cooling can be used to generate electricity.Combined, it could mean 80 to 85 percent efficiency.The pilot plant in Nikiski will take 3 million cubic feet of natural gas and convert it into 300 barrels of product per day. BP has a contract to sell its product to the nearby Tesoro refinery.A full-scale commercial version of the GTL plant would produce 100 times as much product.Fortune said plant construction peaked at 220 employees in October. He said 80 percent were local or Alaska hire. Construction began in February.When it is operating, the plant will have a staff of 20.

Fabric shop, equipment trader win business plan contest

Two women who want to open a fabric store and a broker of used heavy equipment tied for first place Nov. 28 in the second annual Business Plan Competition at Alaska Pacific University.A doctor hoping to develop four different technologies aimed at controlling the spread of infections in hospitals was the runner-up.The competition featured a total of seven companies and prospective companies that had prepared their business plans with the help of master of business administration students in assistant professor Bruce Borup’s entrepreneurship class.With a crowd of about 50 people looking on, each company was given eight minutes to explain their business idea and lay out the type and amount of funding they were seeking. They then faced questioning from a panel of 10 judges representing the banking and investing communities.Borup said that this year’s competition differed from last year’s in that more of the presenters were from businesses that already exist and who need capital to expand.One of the winners, Terry Shurtleff of Pacific Machinery & Appraisals, was in that category. He’s been in business three years; this year, he told the judges, his revenues have doubled from 2000 and are now in excess of $1 million.Shurtleff acts as a broker of used construction equipment, matching up buyers and sellers and taking a commission on each sale. This summer, however, he came across a great deal on some used Bobcat front-end loaders and purchased them. He said he was able to resell them in 85 days and make a good profit.Shurtleff, whose background includes working for GE Finance Corp., was asking for a line of credit he could use in case he came across similar opportunities in the future. The judges apparently believed it was a reasonable thing to do and awarded him top prize in the competition.That turned out to be a tie for first place, with a company which is in the planning stages called Seams to Be, a fabric store that co-owners Jeanette Mathews and Monique Garbowicz want to open in Midtown.The partners were seeking $500,000 in start-up funds, and, under questioning, said they would take any mix of debt and equity, so long as they retained control of the company. They presented a detailed analysis of the current demand for their type of store and the competition it will face.Mathews and Garbowicz said they will offer fabrics that are different from the competition’s and will provide a variety of sewing classes to customers as a way of building loyal, repeat customers. They also provided detailed month-by-month projections of revenues and expenses for several years.By winning the competition, the two companies are eligible to present their business plans to a wider audience of potential investors at the InvestNet Capital Investment Conference, March 12-14 in Anchorage.The runner-up company, Microbian, was seeking start-up funds for a four-pronged attack on infections that people get when they stay at hospitals. Company founder Brett Baker, a medical doctor with extensive experience in dealing with infections, said more than 2 million people catch infections in hospitals in this country every year, and 90,000 of them die.Baker was seeking $1.7 million to perfect a suite of systems to fight the infections and get them patented. One is a disinfectant that not only kills germs, it also breaks a bond bacteria form that causes them to stick to surfaces. Another is a spray that prevents bacteria from growing on surfaces in the first place.Baker’s third idea involves an electrical device that prevents bacteria, including anthrax spores, from moving from one part of a hospital to another. Finally, he wants to develop software to manage and track comprehensive infection-fighting programs in hospitals.Baker’s advisers and board of directors included prominent national experts in the field of fighting infections. He said that in addition to seeking investors, he is applying for federal grants from the National Institutes of Health.The other companies that presented business plans were: Advanced Clinical Skin Care, an Anchorage business that wants to purchase new equipment; Village Barabara Lodge, a proposed lodge on the bluff overlooking Homer; Cottage Boutique and Bakery in Anchorage, which wants to buy a frozen yogurt machine; and Spin Theory, a company that wants to offer integrated marketing plans to small businesses.To have a judge take part in the event, companies were asked to make a cash donation. The money will be distributed as scholarships to the APU students who prepared the top three winning entries. The sponsors and the judges representing them were: Alaska Growth Capital, Patrick Williams; Wedbush Morgan Securities, Robert Ballow; Alaska InvestNet, Mark Bendersky; First Interstate Bank, John Weaver; Alaska Industrial Development and Export Authority, Jim McMillan; Alaska Manufacturers Association, Jim Wamberg; Wells Fargo, Pam Mommsen; First National Bank of Alaska, Bill Inscho; Key Bank, David Moran; and Northrim Bank, Edward La Fleur.The Journal also helped sponsor the event.

Right people are the best leverage

Leverage matters. When the Russians arrived in Alaska in 1741 they were after sea otters. They knew that the dense silky fur of the sea otter, known as soft gold, was prized by the Chinese, who in turn had the black tea prized by the Russians.The result was the birth of Russia’s empire in America, which lasted for 120 years, four times longer than Alaska’s current oil-based economy. What’s interesting is that the technology for capturing the sea otter was based on leverage, the ancient Aleut and Alutiiq throwing board, or atlatl, pronounced "ott-lottle."The throwing board is still used today by seal hunters in St. Michael. An arrow rests on top of the board, with the base of the arrow fitting into the hooked end of the board. The hunter then swings the board and the arrow, letting the board propel the arrow to its target. It takes an hour’s worth of practice to get the hang of the swing, but it’s intuitive. Since in prehistoric times, throwing boards were used globally before the invention of the bow and arrow.Leverage is power. The leverage of the throwing board on the arrow results in three times the velocity, six times the distance, and 10 times the force of impact over throwing the arrow by hand. An atlatl-powered arrow has more impact than a bullet fired from a .357-caliber Magnum. According to Kenneth Tankersly, a professor of anthropology at the State University of New York, "It can penetrate a car door."So, what does leverage mean for business? Two recent books are noteworthy."In Good to Great: Why Some Companies Make the Leap ... and Others Don’t," Jim Collins summarizes the results of five years of research into what transforms a good company into a great company. He looked at 1,435 companies to determine those that generated cumulative stock returns over 15 years that exceeded the general stock market by at least three times, independent of the industry.Eleven companies averaged returns 6.9 times greater than the market, in fact, twice the performance of GE under Jack Welch. Examples include Abbot Laboratories, Fannie Mae, Nucor Corp. and Wells Fargo. What made the difference? Great companies have the discipline of direction and the leverage of the flywheel. People companywide push in the same direction until momentum kicks in and speed builds. Great companies put the "who" before the "what." It’s about "getting the right people on the bus, the wrong people off the bus and the right people in the right seats." Great companies have Level 5 leaders. These are leaders whose ambition is for the greatness of the work and the company, rather than for themselves. They are low-key, but their leadership lasts.Collin’s bottom line in a tough economy is "If I were running a company today, I would have one priority above all others: to acquire as many of the best people as I could. I’d put off everything else to fill my bus, because things are going to come back. My flywheel is going to turn. And the single biggest constraint on the success of my organization is the ability to get and to hang on to enough of the right people."That leads us to "The War for Talent," written by Ed Michaels, Helen Handfield-Jones and Beth Axelrod, three McKinsey & Co. consultants who updated their influential 1997 survey of 6,900 executives at 56 companies with new research on 13,000 executives at 120 companies. They wanted to determine what enables a company to attract and retain the top talent. Their findings include: The talent war has intensified. Eighty-nine percent of their respondents say recruiting is harder now than three years ago, not surprising since the supply of 35- to 44-year-olds is dropping. Companies are becoming less effective in responding to the talent gap. Only 14 percent of the managers in last year’s survey (as opposed to 23 percent in 1997) strongly agreed that their companies attract highly talented people. Great talent still brings great returns. According to 410 corporate officers, the return of high performers over average performers is 40 percent more in operations roles, 49 percent in general management roles and 67 percent in sales roles.The McKinsey consultants’ key recommendations are: Develop a talent mind set. Senior management of the top performing companies had deepening of the talent pool as one of their top three company goals. Rebuild your recruiting strategy. "Paying an additional 40 percent to hire an A player could yield an overall return of 100 percent or more in a single year." Differentiate and affirm your people. "Invest in your A players (the top 20 percent); develop your B players; and act decisively on your C players."Leveraging people matters. In the days of Russian America, a single sea otter pelt was worth three years of a man’s salary and profits were spectacular, a 100 percent mark-up on average.Alaska’s wealth helped to stimulate the creation of the empire of Catherine the Great and the tsars, but the Russians couldn’t have done it without the Aleut and Alutiiq peoples. They, not the Russians, were the ones skilled with the throwing boards. A little leverage goes a long way.Tim Pearson is a professional business coach and founder of MindJazz. He can be reached by e-mail at ([email protected]).

Eklutna Inc. reveals Birchwood plans

EAGLE RIVER -- Birchwood Airport could become a hub for air cargo planes serving Bush communities under a scenario being considered by Eklutna Inc., but some say the idea should never take flight.The Alaska Native village corporation, which owns land surrounding the airport, has talked with the state Department of Transportation and Public Facilities about strengthening and extending the runway to 6,000 feet to accommodate DC-3s, DC-6s, C-130s and Sky Vans.The airport is managed by DOT&PF, and Eklutna’s idea caught officials off guard."Completely reorienting the Birchwood Airport is difficult for us to be thinking about right now," said transportation planner Diana Rigg. "The proposal would change the whole nature of the airport."It took us aback, especially since Birchwood is a general aviation airport primarily for the recreationist. It appears they started with the political end, rather than the practical end of going to air cargo operators and saying, Hey, guys, if we build it will you come?’ "Rigg said the department wants Eklutna to "do some background work" before further meetings to discuss the issue.Eklutna spokeswoman Deborah Luper acknowledged that the corporation had not talked with carriers before meeting with DOT&PF Oct. 30. She emphasized that air cargo use is just one of many possible changes at the airport, with a man-made float plane pond another item under consideration.Luper said the topics are appropriate now because Birchwood Airport’s Master Plan is being updated by DOT&PF."I am trying to initiate dialogue to look at the bigger picture," she said. "(Ted Stevens) Anchorage International (Airport) is strapped, and there’s no other area in Anchorage that can take the spillover from Anchorage International."Discussions are aimed at determining the viability of air cargo use at Birchwood Airport, Luper said, adding, "This could be 10 years out."Eklutna doesn’t envision Federal Express or United Parcel Service planes using the small airport."I’m thinking of smaller operators, those who fly to the Bush," Luper said. "We’re looking at small planes, not jets."Whether there is a demand for more cargo air terminals is a matter of debate, though. Patty Sullivan of the Federal Aviation Administration challenges Luper’s assessment that Anchorage’s main airport is clogged by cargo users.

Health center recognized for HIV/AIDS work

The Anchorage Neighborhood Health Center and its program for treatment of human immunodeficiency virus and AIDS have gained recognition from a national leader in treating the disease. Dr. Renslow Sherer of Chicago visited the center in late November, giving a nod to work by health care providers there. Sherer is co-chairman of the HIV Collaborative program, which aims to improve health care treatment of people with HIV. The program is led by the Institute for Healthcare Improvement. Sherer is director of coordinated HIV services at the CORE Center at Cook County Hospital in Chicago, a model ambulatory facility for HIV. About 80 other community health centers, hospitals and other providers are participating in the program organized by the U.S. Department of Health and Human Services. The groups are united under the goal of developing the most effective model of care for patients with HIV/AIDS. The group have received grants from the Ryan White Comprehensive AIDS Resources Emergency Act. According to the Institute for Healthcare Improvement, about 200,000 people in the United States, or roughly one-third of people with HIV, do not receive regular primary medical care. Many of these people are likely to be racial or ethnic minorities, women, or people with addictive or mental health disorders, IHI reports. The collaborative program aims to increase the number of people who receive treatment for HIV/AIDS. Sherer applauded results from the nationwide HIV Collaborative program, showing improvement in health care for HIV patients. Overall, the program showed a 25 percent gain in overall care and the total number of patients receiving medication for the disease increased, he said. "The results have been very exciting," he said. The Anchorage center also showed improvement in treatment and services for HIV patients and proved gains in keeping people on their medication, he noted. "What I think is so important is that the program allowed more experienced centers to share what they have learned so far," Sherer said. The physician believes the HIV Collaborative program is important because it strives to discover ways to improve treatment, decrease mortality and extend quality and length of life for HIV patients. Other collaborative programs have concentrated on diabetes or depression but this was the first time an effort focused on HIV, he said. Sherer credited the federal Health Resources and Services Administration for gearing the program to the Ryan White CARE Act grantees and funding the effort. He lauded work of Joseph O’Neil from HRSA who, like Sherer, is co-chairman of the HIV Collaborative.

Business Profile: Color Creek Fiber Art

Name of the company: Color Creek Fiber ArtEstablished: 1997Location: 5520 Lake Otis Parkway, No. 104, AnchorageTelephone: 907-344-7967Web site: www.color-creek.comMajor focus of services: Color Creek Fiber Art provides commercial fabric dyeing services for costumes, clothing and prom or wedding dresses. The studio also hosts paint-your-own-fabric parties for groups and leases space to art groups or artists. Color Creek offers classes from local artists including silk painting, bead weaving, children’s classes, mask making, basketry and others.History of the company: In 1997 Alaskan Mary Hertert spent six months researching the possibility of opening her own business. She had heard of paint-your-own-ceramics businesses and wanted to develop a similar concept specializing in fabric painting and dyeing for clothing, scarves and fabric. She opened Color Creek Fiber Art on Nov. 1, 1997, in Anchorage. To date she believes her do-it-yourself-fabric-dyeing business is the only one of its kind in the United States.Since opening the business, Hertert has shared space with bead artist Linda Smith. Today, they are joined by printmaker Laurel Carnahan.Hertert specializes in fiber dyeing, painting on silk and custom pieces. Her custom work includes wall hangings, custom bedding, silk scarves, art quilts and art animals for Alaska’s Natural Wonder B&B, Alaska Dance Theater and Artworks Gallery among others. Earlier this year she helped students from Wonder Park Elementary paint banners and dye fabric to create a wall hanging for the multipurpose room. She has also crafted backdrops for Out North Contemporary Art House.In April Color Creek moved to a new location, tripling the size of its studio.Hertert also eyes the future, hoping to build commercial dyeing operations and explore art as therapy for people with disabilities.Top accomplishment of the company: Hertert enjoys running the business of art, color and do-it-yourself. "I’m in constant amazement that it works, that people can have ideas, that there’s something of value (in fiber arts,)" she said. "I’ve never had so much fun in my life." Hertert credits loyal customers who have helped spread word about Color Creek.Major player: Mary Hertert, owner, Color Creek Fiber Art.Hertert spent 15 years in the computer and education industry. She came to Alaska in 1991, working on computer training in schools. Later she led training classes at Microage before starting Color Creek.-- Nancy Pounds

Infant intensive care continues as Providence renovates

Earlier this month contractors began work on a $3.2 million renovation of the neonatal intensive care unit at Providence Alaska Medical Center in Anchorage.The project requires finesse, though, since the unit must stay open round the clock, nurturing babies born prematurely who require high-tech monitoring, hospital and project officials noted.Renovations are expected to be completed in September, said project manager Erik Fredeen who works for Meridian Management Inc. of Anchorage.The unit is Alaska’s most extensive neonatal intensive care unit and nurtures for babies from around the state who need special care, according to hospital spokeswoman Karina Jennings.Changes to the 38-bed unit include improvements to lighting, flooring, plumbing and heating, ventilation and air conditioning systems. The project also will add six private rooms for parents who need long-term lodging to be with their babies.Installing the private rooms and other new features in the department follows research Providence conducted for the past four years by visiting other U.S. neonatal intensive care units, said Mary Diel, a registered nurse and a clinical supervisor at the unit.Providence is adding the private rooms to test the benefits of having parents nearby for extended periods, to see if it allows babies’ health to improve so they can go home sooner, or if it helps their later development, Diel said. Some babies log long hospital stays, she said. For example, a baby born at 24 weeks old may need to stay at the unit for four months, she said.Each room will feature different flooring, lighting and other elements to test which work best, she said.The project is a joint venture between Cornerstone Construction of Anchorage and Andersen Construction Co. Inc. of Portland, Ore. The two companies also worked together on the recent expansion of Providence emergency room.Construction at a neonatal unit is probably one of the most sensitive projects, Fredeen said. Builders in the unit must follow strict requirements ranging from infection control rules to covering carts holding demolition debris, he said."It’s important to emphasize that the level of care patients get won’t decrease during construction," he said.Fredeen also stressed the teamwork in place between staff, the contractor and project management.Preparations have already been made to smooth the process including an extended period for the contractor to work on the design, he said.The project tallied three years of conceptual design work, he said.Up to 75 nurses work in the unit, and Providence encouraged the nurses to offer ideas that could be incorporated into the design, said Diel, who has worked 19 years at the unit.Sixteen years ago the unit was moved to its current location, she said. Renovations will include upgrading the lighting system to incorporate a controlled system that will dim to simulate the body’s circadian rhythms of day and night, she said. The new system also will allow dimness near the baby who needs darkness while allowing pinpointed light for nurses to record chart information, she said.Flooring will be updated to ergonomically improve the area for health care providers who administer care chiefly while on their feet, she said.The current unit includes a 13-bed critical room plus another 25-bed area which will be relocated during construction. The newborn nursery at the maternity unit, now less used since babies spend more time in their mother’s rooms, is scheduled to accommodate some of the babies in a temporary intensive care unit, she said.Diel anticipates completion of the project as the culmination of careful research and innovation."I think the end result will be wonderful," she said.


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