SENATE FINANCE COMMITTEE April 16, 2025 9:14 a.m. 9:14:28 AM CALL TO ORDER Co-Chair Stedman called the Senate Finance Committee meeting to order at 9:14 a.m. MEMBERS PRESENT Senator Lyman Hoffman, Co-Chair Senator Donny Olson, Co-Chair Senator Bert Stedman, Co-Chair Senator Mike Cronk Senator James Kaufman Senator Jesse Kiehl Senator Kelly Merrick MEMBERS ABSENT None ALSO PRESENT Nils Andreessen, Executive Director, Alaska Municipal League. SUMMARY PRESENTATION: ALASKA MUNICIPAL LEAGUE ALASKA INFRASTRUCTURE PROGRESS UPDATE Co-Chair Stedman discussed the agenda. ^PRESENTATION: ALASKA MUNICIPAL LEAGUE ALASKA INFRASTRUCTURE PROGRESS UPDATE 9:15:31 AM NILS ANDREESSEN, EXECUTIVE DIRECTOR, ALASKA MUNICIPAL LEAGUE, discussed a presentation entitled "Alaska's Infrastructure Era: Key Outcomes; Core Needs" (copy on file). He was prepared to talk about where the state had been and where it was going. He noted that when Congress passed the Infrastructure Investment and Jobs Act (IIJA) a few years previously, local governments had directed the municipal league to put a generational effort forward and maximize the benefit for Alaska. 9:16:42 AM Mr. Andreassen looked at slide 2, "A Generational Opportunity, which showed a clip from United States Senator Lisa Murkowski's website that featured a list of news articles that had been published when IIJA was passed. He explained that the bill corresponded to past discussions of the states infrastructure deficit. He said that IIJA had provided an opportunity to make a difference. 9:18:02 AM Mr. Andreassen spoke to slide 3, "Outsize Impact," which showed two pie charts from 2023. He noted that the source of the information, Invest.gov, was no longer available for data. He noted that IIJA provided funding where there were needs, the largest amount going toward transportation. He discussed the distribution of IIJA funds in 2023: Federal Infrastructure Act Grant Funding Awarded to  Alaska Recipients by Recipient Type:  Transportation - 52 percent Broadband 28 percent Resilience 7 percent Water 6 percent Energy 5 percent Environmental Remediation 1 percent Other 1 percent Mr. Andreassen commented that the numbers will have adjusted slightly in more recent years. He pointed out where IIJA had been directed, and for the most part that state government had been a recipient of a large amount of the funds. He stated that a large portion of the funds were formula funds. He thought it was worth knowing that the state was frequently a pass-through entity for the funds, many of which were passed down to local agencies. Mr. Andreassen drew attention to the chart on the left showed funding per 1,000 residents, over the previous three months, for various items including Tribal Broadband Connectivity, Ferry Service for Rural Alaska, Rural Development Broadband Reconnect Program, Surface Transportation Block Grant Program, and the Port Infrastructure Development Program, all the items had an outsized impact in the state compared to the rest of the nation. He thought one of the reasons the state had done so well was due to the focus on underserved communities and areas of persistent poverty. He stated that some of the programs were structured to directly address the need of people in Alaska. 9:21:49 AM Mr. Andreassen referenced slide 4, "Transportation," which showed data from USASpending.gov, and the Federal Highways Administration. The information included enacted budget, grants announced, obligations, and outlays. He shared that only 35 percent had been distributed to grantees through formula or competitive grants. He noted the grants that Alaska had uniquely benefitted from: Airport Infrastructure Grants  34.8 percent Ferry Service for Rural Communities 25.8 percent Rail Crossing Elimination 59 percent Port Infrastructure Development Program 12.9 percent Safe Streets for All  12 percent Culvert Removal 3.9 percent Mr. Andreassen mentioned that there was more work to be done. He shared that there had been change at the federal level but there was still room in the enacted budget for distribution of grant funds to Alaskans. 9:23:51 AM Mr. Andreassen turned to slide 5, "Big Wins," which highlighted USASpending.gov tracking of awarded grants and a list of the grants from FY 23 to FY 25: USA Spending tracks awarded grants, and the following  are from FY 23-25:  • Alaska Energy Authority - $206,500,000 • Native Village of Eyak - $85,921,275 • Alaska Native Tribal Health Corporation - $74,950,045 • Golden Valley Electric Association - $70,972,123 • Municipality of Anchorage - $68,700,000 • NANA Regional Corporation - $65,168,000 • Southeast Alaska Regional Health Consortium - $63,492,225 • Alaska Energy Authority - $62,450,000 • Dena Nena Henash - $62,450,000 • University of Alaska Fairbanks - $58,856,268 • Northwest Arctic Borough - $54,811,907 • University of Alaska Fairbanks - $53,327,846 • Calista Regional Corporation - $52,559,385 • Doyon Regional Corporation - $50,651,548 • Central Council Tlingit and Haida Indian Tribes of Alaska - $49,899,103 • City of Seward - $45,732,04 Mr. Andreassen continued to discuss the grant distribution. He thought there had been a broad distribution of the funds. He highlighted that most of the grants were energy related. The bar graph on the right showed total federal dollars distributed through grants to the state from October 22 through April 2025. He pointed out that prior to the change in administration at the end of 2024, the latest amount of funding had been releases. He noted that in recent months the funding had declined. He said that between 3 and 5 billion had been awarded to Alaska each year. 9:27:12 AM Mr. Andreassen considered slide 6, "Challenges Along the Way," which reflected on some challenges experienced by local governments, state agencies, and tribes: Upfront and Matching Costs: Rural Alaska communities often face limited revenue opportunities and high costs, making it challenging to provide the matching funds required by many federal grants and to cover upfront costs for reimbursable grants. Thank you to the Legislature/State funding through the Denali Commission! Potential Solutions: Suggestions include allowing the use of other federal funds as matching contributions, offering advance decisions on match waiver requests, implementing sliding-scale match requirements based on community circumstances, and accepting alternative demonstrations of community investment in projects. Eliminating reimbursable grants or providing bridge loans to assist with upfront costs are also recommended. Lack of Interagency Collaboration: The absence of coordinated funding among federal agencies leads to inefficiencies and missed opportunities for comprehensive project support. Potential Solutions: Implementing a multi-agency shared application process would allow for integrated funding between programs and more efficient use of federal funds. Build America Buy America: Well-intentioned goal to reinvest in American manufacturing, create jobs, and strengthen our domestic supply chain. For states with limited manufacturing or industrial capacity like Alaska BABA is effectively a policy that transfers wealth and jobs to other parts of the country. In Alaska it's driving up costs, causing delays, and threatening critical infrastructure projects in some of our most vulnerable communities. Potential Solutions: Argue for place-based waiver. 9:29:44 AM Mr. Andreassen displayed slide 7, "Challenges Along the Way," which was a continuation of the previous slide: Applicant Eligibility: Alaska's unique range of entities serving indigenous people may face limitations due to federal programs restricting eligibility to certain types of entities and adopting expanded definitions of eligible entities can help address this issue. Potential Solutions: Including regional tribal consortia and nonprofits as eligible applicants for federal grant opportunities. Complexity and Capacity Constraints: The administrative demands of grant writing and compliance are burdensome for communities with limited staff and resources. Challenges include confusing or missing guidance and funding agency capacity constraints. Potential Solutions: Adopting models like the HUD's High Energy Cost Grant program, which simplifies the application process and uses flexible, needs-based criteria, is recommended. Significant investment in capacitybuilding and technical assistance is also necessary. Technology: Technological challenges specific to rural Alaska, such as harsh environmental conditions and limited infrastructure, hinder the deployment and maintenance of energy projects. Potential Solutions: Investing in research and development tailored to Alaska's unique conditions, and promoting the deployment of resilient and adaptable technologies, are essential steps forward. 9:31:35 AM Mr. Andreassen highlighted slide 8, "Federal Funding and Policy Support," which addressed three areas in which AML had tried to make a difference: a strategic approach to community grant applications, Infrastructure Assistance, and infrastructure grant writing. He specified that investment to AML led to a strategic approach to infrastructure development, increased collaboration, and information-sharing, and improved access to grant writing resources. He stressed that AML would not have had the successes, experienced in the last three years, without the support of the legislature. 9:33:00 AM Mr. Andreassen looked at slide 9, "AML Impact," which showed a map of the state and cited that there were 214 total applications, #3.6 billion applied for, 70 successful applications, and $1.3 billion brought to the state. He stated that AML played a role in the impact but that many organizations had played a role in the success. Mr. Andreassen said that any eligible entity that had a competitive project could apply for grants; AML worked to remover barriers and provide baseline grants to communities to support future opportunities. 9:35:32 AM Mr. Andreassen addressed slide 10, "Our Approach," which showed a graphic of approaches and foci: • Augment Capacity Grant Writing and Project Management • Increase Competitiveness Bundle Projects and Data • Improve Community Conditions Deliver Funding and Projects • Strengthen Local Governments Connect to Tools and Services Mr. Andreassen discussed each approach and how those approaches strengthened processes for local governments. 9:37:04 AM Mr. Andreassen advanced to slide 11, "Our Approach," which was a continuation of the previous slide. He explained that AML worked to provide support and technical support through direct support, cohort support, training and technical assistance, and outreach and information sharing. He mentioned that there was a list of 1500 members committed to the information investments. He spoke of the work of the Alaska Rural Energy Conference and the Alaska Infrastructure Development Symposium. Mr. Andreassen stressed that a plan for sustaining the infrastructure in the future included having in place workforce development, housing needs, asset management, and maintenance and operations. 9:39:34 AM Mr. Andreassen looked at slide 12, "Project Identification," which addressed some of the projects that had been awarded. He mentioned two platforms available to meet the needs of communities and the state: Transportation Planning and Project Funding Support  Goals and Objectives  To support transportation project development, evaluation, and prioritization for Alaskas local and tribal governments. AML will help with community outreach, project intake, and grant writing to secure federal funds for surface transportation projects under the Infrastructure Investment and Job Act (IIJA). Project Activities  Outreach, project prescreening, grant writing, and project analysis. Coordination with DOT&PF and other stakeholders to ensure federal grant applications are competitive. Communities Served  All cities, boroughs, and tribal governments in Alaska. Funding Agency Alaska DOT&PF Alaska Energy Hub  The Alaska Energy Hub is a one-stop resource to connect energy projects and agencies providing funding and Technical Assistance. You can find various maps here, with additional resources available soon. The Alaska Energy Hub is a project of the Alaska Municipal League with funding from the U.S. Department of Energys Energizing Rural Communities Prize. Submit a Project We encourage project teams to complete the Project Intake Form it is a first step to find Technical Assistance for your project and your response helps inform decision makers who might be able to offer resources. Resources  Find information on technical assistance and funding opportunities here. Ambassadors Learn more about the Arctic Energy Ambassadors program. Project Map  See a map of submitted energy projects from around Alaska. 9:41:03 AM Mr. Andreassen showed slide 13, "Alignment with State Priorities,": The Alaska Energy Security Task Force settled on goals that were centered on affordability, reliability, and resilience - the three key factors the Task Force identified to meet the overall goal of lowering the cost of energy for Alaskans while simultaneously ensuring energy security for our state. The recommended goals include the following:  Short-term: Minimize regret cost while providing reliable service. Mid-term: Invest in infrastructure improvements to advance the long-term goal of energy diversification. Long-term: Significantly diversify power generation with an emphasis on local, reliable, and affordable energy. 9:41:52 AM Mr. Andreassen referenced slide 14, "Railbelt Transmission, Generation, and Storage. The slide showed the work of the Repowering Energy Assets working group, comprised of Golden Valley Electric and the Denali Borough: • Upgrading and expanding transmission lines to improve reliability • Reducing congestion through infrastructure investments • Integrating more renewable energy sources to diversify energy mix Huge new federal grant promises easier access for  cheaper, cleaner power in Alaskas Railbelt  The $206 million from the Department of Energy would pay for a 50-mile power line beneath Cook Inlet, plus two battery banks. Golden Valley Electric Association Awarded $100 Millio Loan from USDA Powering Affordable Clean Energy Program, with $60 Million in Loan Forgiveness. 9:42:44 AM Mr. Andreassen turned to slide 15, " Coastal Generation, Distribution, and Storage," which addressed another working group, Collaborative Support: Clean Energy Savings in Coastal Communities, with partners Southeast Conference and Alaska Heat Smart: • Development of localized energy solutions (small hydro, tidal) • Supporting microgrid implementation to enhance resilience • Ensuring sustainable, community-tailored power solutions Mr. Andreassen noted that the City of Saint Paul had applied for everything and had received significant awards since 2020 to upgrade their electric utility. 9:43:24 AM Mr. Andreassen considered slide 16, " Rural Generation, Distribution, and Storage: • Expanding technical assistance programs for rural utilities • Training for local operators and system maintenance support • Increased integration of renewables to reduce fuel dependency Solar for All: Community Solar and Workforce  Development  Alaskas projects win nearly $125 million in EPAs national Solar for All grant competition. DOE Funds Five Projects in Alaska for Energy Improvements in Rural or Remote Areas (ERA) program 9:44:06 AM Mr. Andreassen displayed slide 17, "Incentives and Subsidies,": • Developing financial mechanisms (grants, tax credits, low-interest loans) • Supporting investment in renewable energy and energy efficiency Aligning policies to streamline permitting and regulatory processes Tribal Grid Resilience Kodiak  The Tanana Chiefs Conference (TCC) has received federal tax credits to expand solar power in remote tribal communities. The TCCs projects is part of the Alaskan Tribal Energy Sovereignty project, which aims to improve grid reliability, air quality, and reduce energy costs. How the project works  The TCC will install solar PV and battery storage systems in eight remote tribal communities. The project will use revenue from the Tribal ownership model to reduce energy costs and develop future renewable projects. The TCC will establish a utility board of Tribal leaders to oversee the project. How federal tax credits help  The Residential Clean Energy Credit provides a 30 percent tax credit for new, qualified clean energy property installed from 2022 through 2032. The Energy Efficient Home Improvement Credit provides a tax credit up to $3,200 for qualified energy- efficient improvements made to your home after January 1, 2023. Mr. Andreassen noted slide 18, Statutes and Regulation Reform, which discussed statutes and regulatory reform as identified by the Energy Security Taskforce as areas to be invested in. The project, working with AHFC, would develop a framework for responsive building code development: • Providing utilities with flexibility to adopt innovative technologies • Reforming statutes and regulations to remove modernization barriers • Engaging stakeholders to align regulatory frameworks with utility needs 9:45:28 AM Mr. Andreassen looked at slide 19, " Workforce Development for Utilities: • Training programs for local energy system operators • Federal and state partnerships for capacity building • Importance of technical expertise in managing modern energy grids Mr. Andreassen discussed the projects detailed on the slide including, Strengthening Reporting Capacity in Rural Alaska Governments, Rural Municipal Utility Cybersecurity, and Alaska TREC: Home Energy Efficiency Training. 9:46:14 AM Mr. Andreassen addressed slide 20, " Energy Storage and Microgrid Development,": • Enhancing reliability through Battery Energy Storage Systems (BESS) • Kodiak Electric's success in reducing fuel reliance • Long-duration energy storage for resilience EPA announces $78 million in grants to Tribes in  Alaska, Pacific Northwest to cut climate pollution,  accelerate clean energy transition.  • $24,232,383 for two wind turbines in Toksook Bay, along with battery storage and a wind-to-heat boiler, a project overseen by the Alaska Native Tribal Health Consortium. • $14,999,999 to the Central Council of the Tlingit and Haida Indian Tribes of Alaska to set up or expand "composting and recycling infrastructure in four tribal communities and the city of Juneau." • $14,820,331 to the Aleut Community of St. Paul Island to install three new wind turbines, upgrade three current turbines and add battery energy storage. • $4,942,841 to "construct a new, 70-foot-high concrete and steel storage reservoir" to the Humpback Creek Hydroelectric project for energy generation to Cordova, awarded to the Native Village of Eyak. • $2,339,537 to the Village of Solomon for energy audits, weatherization improvements and solar energy installations for households and tribal buildings. 9:46:42 AM Mr. Andreassen advanced to slide 21, " Bulk Fuel Management and Infrastructure: • Addressing maintenance and regulatory challenges in fuel storage • Regional bulk fuel aggregation to reduce costs • Long-term sustainability strategies for fuel- dependent communities Mr. Andreassen noted that AML had supported a grant application to address a barge landing infrastructure in Western Alaska. The league had also been involved in several projects that supported energy efficiency. He said that the area had not received much funding from IIGA or IRA, as the prior administration had focused on reducing environmental pollution and greenhouse gasses, which left the fuel challenges in the area lacking a funding source. He stated that AML had sought funding too mee the needs of the communities. 9:48:03 AM Mr. Andreassen looked at slide 22, " Capacity Building," which showed a sample of energy awards that AML had been directly involved in. He emphasized that there many other projects that the stakeholders had played a role in seeing to success. He mentioned partnering with Department of Transportation and Public Facilities and the Denali Commission on Reducing Impact of Rural Boardwalk Barriers. He spoke to the additional projects on the slide: Alaska Water Infrastructure Financial navigation Center (AWIFNC), and Community Capacity Building in Disaster Impacted Communities. 9:49:28 AM Mr. Andreassen spoke to slide 23, " Capacity Building," noting that the capacity building efforts extended into other areas. He discussed the projects illustrated on the slide: Climate Pollution Reduction Grant (CPRG) Planning  Description:  The Alaska Municipal League is working on behalf of the Alaska Department of Environmental Conservation to complete sustainable energy planning for the Climate Pollution Reduction Grants (CPRG) program. This effort looks to identify policies, programs, and projects (measures) that reduce greenhouse gas emissions while helping Alaska communities achieve benefits like energy cost reductions, quality of life, and energy independence. By working with the CPRG program, AML can help provide easier access to federal funds for the energy needs that Alaska communities have, both in the near and long-term via planning that complements energy project development work being conducted by AML and other partners around the state. Heavy Equipment to Support Maintenance  Key Takeaway:  AML coordinated a bundled application and now the administration of this Congressionally Directed Spending Appropriation for the purchase of Heavy Equipment in 8 communities across Alaska. Arctic Energy Ambassadors  Description:  The Arctic Energy Ambassadors program provides training and support to develop regional energy leadership in the state for selected practitioners to improve energy security across Alaskas Arctic region and beyond. Through deployment of energy projects and support for grant applications and technical assistance, the U.S. Department of Energy is delivering resources and partnership for the Arctic region, aligned with DOE Arctic Strategy. The Ambassadors will help ensure that resources are shared widely in Alaska to tap into programs, answer questions, and prepare for clean energy transitions in their communities to combat climate crisis and build climate resilience. Community Compass  Key Takeaway:  Community Compass is a technical assistance program that will provide support and capacity building among HUD grantees in Alask around the state, including Tribes and Regional Housing Authorities. 9:51:02 AM Mr. Andreassen referenced slide 24, " Capacity Building," which showed additional types of capacity building including, Resilience Planning that Strengthens Alaskas Rural Communities, Statewide Equitable Community Connectivity Action Plan (SECCAP), and Regional Infrastructure Accelerator TIFIA Plan for Alaska. Mr. Andreassen relayed that he was optimistic that smaller communities would receive the support that they needed. He reiterated that AML could not have supported communities to the extent that they had without the support of the legislature and the state. 9:52:56 AM Mr. Andreassen turned to slide 25, " Shifting Gears," and addressed where AML was headed forward. He mentioned the new federal administration had different priorities than the previous administration. There was a short list of screenshots and news articles that identified cuts to programs under Donald Trump: Skagway likely to lose nearly $20 million in FEMA  rockslide mitigation funds.  Skagway was slated to be Alaskas first recipient of Building Resilient Infrastructure and Communities grant funding. CISA cuts $10 million annually from ISAC funding for  states amid wider cyber cuts.  The cybersecurity and Infrastructure Security Agency confirmed this week that it is cutting funding for cybersecurity intelligence sharing. Federal Funding freeze halts key infrastructure  projects in tribal communities  Rural leaders push Congress to unfreeze climate and  environmental funds  USDA Funding Cuts  Local Food for Schools (LFS)  $1,383,131 funding cut to Alaska $2,390,054 in potential economic loss to Alaska Local Food Purchase Assistance (LFPA)  $765,450 funding cut to Alaska $1,307,107 in potential economic loss to Alaska Local Food Purchase Assistance (LFPA Tribal)  $5,298,875 funding cut to Alaska $9,048,529 in potential economic loss to Alaska Mr. Andreassen lamented that under the Trump Administration, much of the work done by AML for communities in Alaska would cease to continue or come to fruition due to funding cuts and cancellations, and cuts to agency staffing. He opined that there was a lot of turmoil and lack of clarity due to the chaos at the federal level. 9:55:57 AM Mr. Andreassen considered slide 26, " Executive Orders," which showed a list of a portion of the 131 Executive Orders issued by the new federal administration: • Revocation of the vast majority of prior EOs. • 14151 terminate DEI, equity, and environmental justice • 14153 Unleashing Alaska's Extraordinary Resource Potential • 14154 Unleashing American Energy • 14158 Establishing and Implementing DOGE • 14210 Workforce Optimization • 14222 Cost Efficiency Initiative • 14225 Immediate Expansion of American Timber Production • 14238 Reduction of Federal Bureaucracy • 14239 Achieving Efficiency Through State and Local Preparedness • 14241 Immediate Measures to Increase American Mineral Production • 14255 Establishing Investment Accelerator • 14260 Protecting American Energy from State Overreach • 14269 Restoring America's Maritime Dominance Mr. Andreassen stated that many of the orders had specific connotations to the effort that had been made in the previous years in terms of infrastructure. He said that Alaskas competitive advantage for accessing federal grants had been based in part on equity and environmental justice. Rural communities that could point to challenges had been a priority for the federal government. He discussed the review process for current applications, which could be cancelled under EO 14151. Mr. Andreassen spoke to thought agencies were currently going through a vetting process for all currently awarded projects. He noted that under EO 14222 not only wordage would be scrutinized, but also cost savings that agencies needed to be looking for. He noted that the projects would need to be evaluated by DOGE, and grants and projects would be cancelled based on words identified in EO 14151. Mr. Andreassen highlighted two types of Executive Orders on the list that impacted how AML related to the federal government: EO 14210 Workforce Optimization, EO 14222 Cost Efficiency Initiative. We stated that staff at the federal level could not be replaced until four employees were terminated. He said that the Federal Highways Grant Division in Alaksa had four people take the early retirement plan, leaving zero staff. He lamented that, under the executive order, only one employee would be allowed to return should the program come back online. 9:59:41 AM Mr. Andreassen continued to address the list of Executive Orders on slide 26. He noted that all the impacts of the executive orders were still being discovered. The implementation section set requirements in 30-day intervals and included demands for reports and evaluations, at the same time as the workforce was being diminished. He stated that the last three years had been spent ramping up the federal workforce in the state to meet the needs of communities, which was now being stripped away and reprioritized in a way inconsistent to the interest of Alaskans. Mr. Andreassen acknowledged that AML members had a resolution in place emphasizing the need for resource development. He considered the list and considered the benefits to the state from timber and mineral production and maritime dominance. 10:01:31 AM Mr. Andreassen displayed slide 27, "Developing a Strategy," which he considered could be a call to action. He thought that it was worth consideration at the state level to think through the previously mention two executive orders and consider how to navigate challenges at the local level: • Approach a changing federal landscape methodically, similar to how governments would develop a risk mitigation strategy or an economic development strategy. • Identify nexus with State and local roles and responsibilities. • Determine potential impact, plausibility, scale, etc. • Develop strategy to mitigate impact where necessary, or leverage opportunity. • This approach is consistent with EO 14239 and shifts from an all-hazards approach to preparedness and mitigation to one that is risk-informed. Mr. Andreassen discussed the development of a risk register, which was a common part of a project in which a team would consider risks. He thought one could expect that staff or state agencies could assess the impacts from each executive order and how to prepare for a response. He reiterated that where there were areas for economic opportunity would require preparation. Mr. Andreassen thought everyone should be thinking about a strategy, and thought the suggested approach was consistent with EO 14239, and shifted from an all-hazards approach to preparedness and mitigation to an approach that was risk informed. 10:05:18 AM Mr. Andreassen noted that one EO discussed shifting more responsibility for risk mitigation to state and local government. He wondered whether there were resources to do that if FEMA was no longer a resource. He considered and EO that would restrict the state from taking action related to carbon credits or carbon mitigation type activities. He stressed the importance of planning how the state would navigate the next four years. 10:06:08 AM Mr. Andreassen highlighted slide 28, "Planning and Community Development," and noted that AML was prepared to do a lot of the work described on the previous slides, including: • Community Planning and Prioritization • Grant Development and Response • Grant Award, Partnerships, and Match • Procurement and Workforce • Project Management • Grant Reporting and Outcomes • Maintenance and Operations • Asset Management and Sustainability 10:08:15 AM Mr. Andreassen looked at slide 29, "Planning and Community Development,": Stakeholder Engagement  • Planning Services: AML's cohort-based framework facilitates collaboration among municipalities, encouraging shared learning and alignment on best practices. • Community Development: Many projects, such as those focused on energy resilience or climate adaptation, rely on active stakeholder involvement to ensure outcomes address diverse local priorities. Integrated Project Administration  • Planning Services: AML offers municipalities tools and templates for managing zoning updates, permitting processes, and other planning activities. • Community Development: Grant-funded projects often involve administrative tasks such as compliance monitoring, reporting, and contractor coordination. Funding Alignment and Access  • Planning Services: Long-range planning aligns municipal strategies with funding opportunities by prioritizing state and federal goals (e.g., infrastructure investments, resilience). • Community Development: Many grant-funded projects, such as those in energy or water systems, depend on strategic planning frameworks to secure funding. Leveraging Shared Services  • Planning Services: AML provides shared software, GIS mapping, and contractor pools to enhance planning capacity. • Community Development: Many projects, particularly those involving infrastructure improvements or resilience hubs, benefit from these same tools. 10:09:38 AM Mr. Andreassen addressed slide 30, "Leveraging Investments: Next Steps,": Expansion of Shared Services  • Community Oriented Municipal Planning • Reporting and Compliance • Project Management • Infrastructure Asset Management • GIS and Data Management for Planning Strategic Plan for Risk Mitigation and Opportunity  Development    Consistent with  Vision: Thriving communities led by healthy local governments Mission: Strengthen Alaska's local governments Values: Sustainability, Collaboration, All Municipalities Fiscal First Aid  • Tax and Revenue Administration • Bonds and Loans • Modeling and Projections • Short and Long-Term Needs • Deferred Maintenance • Investment Co-Chair Stedman solicited questions from the committee. 10:14:40 AM Co-Chair Stedman queried whether the Alaska Governor's Office of Infrastructure was still in existence. Mr. Andreassen replied in the affirmative. He noted that the office sent out a weekly newsletter with grant opportunities and activities. 10:15:26 AM Senator Kaufman asked for more detail on Community Planning and Prioritization listed on slide 28. He asked what staffing, cost, and spend looked like for the programs listed on the slide. Mr. Andreassen replied that when he started at AML there were three employees, which had grown to 28. He was uncertain about growth and funding going forward. He thought the Division of Planning and Community Development was at the heart of what AML did. He said that if the vision was to remove barriers and be sure that every community had resources to meet community needs, ALM would use a cohort approach to mitigate cost and maximize human resources. He noted that some work could be contracted out. He stressed that AML constantly sought efficiencies. Co-Chair Stedman solicited further questions. Mr. Andreassen that through collaborative work AML staff and partners had worked to meet the needs of communities. He felt that the future looked hopeful. Co-Chair Stedman thanked Mr. Andreassen for his presentation. He discussed housekeeping. ADJOURNMENT 10:19:58 AM The meeting was adjourned at 10:19 a.m.