Robert Barr

The Special Assembly Meeting addressed Resolution 4039, which ratified the labor agreement between the city and the Public Safety Employees Association for fiscal years 2026 through 2028. Following this, a Special Assembly Finance Committee meeting convened to approve the minutes from the February 4, 2026, AFC meeting. Subsequently, the Joint Airport Board & Hospital Board meeting commenced, focusing primarily on the Airport Manager's budget presentation for FY26. Key discussion points included projected budget underspending due to lower than anticipated deicer use, future encumbrance for deicer, the shift to federal funding for runway and taxiway painting, and planned expense assumptions for FY27, notably the re-establishment of the Deputy Airport Manager position and anticipated union rate increases. The revenue assumptions discussed detailed projected annual passenger movement growth of 2.8% through 2030, based on master plan consultants and FAA alignment.

The special assembly meeting focused on the ratification of Resolution 4039, which pertains to a labor agreement between the city and borough and the Public Safety Employees Association for fiscal years 2026, 2027, and 2028. The agreement, effective from July 1, 2025, to June 30, 2028, includes specific economic modifications regarding annual wage increases for sworn officers and all other bargaining unit members. The resolution was passed unanimously without public testimony.

The meeting, designated as a Special Joint Assembly Finance Committee meeting involving the Airport and Hospital Boards, focused primarily on a detailed budget presentation for the airport manager. Key discussion points included expense assumptions for FY26 and FY27, noting under-spending in FY26 due to mild weather reducing deicer usage. Significant items included the capitalization of runway and taxiway painting, now federally eligible under the 2024 FAA reauthorization, and the inclusion of the deputy airport manager position for operational continuity and support. Budget analysis also covered personnel cost increases due to union rate adjustments and a significant increase in travel and training expenses in FY27, partially attributed to required certifications for staff. Revenue assumptions were detailed based on an updated complex financial model negotiated with the FAA, projecting passenger movement growth of 2.8% annually through 2030. The committee also addressed a rate adjustment that corrected a prior allocation mismatch, which significantly affected fuel flowage fees (impacting Part 135 operators) and landing fees (impacting larger Part 121 carriers).

The Committee of the Whole meeting addressed the land acknowledgement and conducted roll call. Key discussion centered on an update regarding the enduring solution for flood fighting, specifically phase 2, in collaboration with the Army Corps of Engineers. This update included a sober assessment of estimated flood severity, referencing historical events from 2023, 2024, and 2025 (the latter benefiting from Hesco barrier phase one). A projected worst-case scenario flow rate of 118,000 CFS was presented, which is significantly higher than previous events. The committee reviewed several technically feasible long-term options determined during a three-day meeting (Cherret), with the preferred alternative being a gravity-fed lake tap tunnel. This option was favored due to its high likelihood of risk reduction, avoiding property relocation, constructibility (as it is essentially a tunnel), and having the least complex operation and maintenance requirements compared to options like dams or levies. Estimated contract costs and timelines were also presented, indicating the lake tap is the least costly and shortest in duration.

This study evaluates long-term solid waste management options for the City and Borough of Juneau, driven by the impending closure of the Capitol Disposal Landfill. It analyzes three primary scenarios: constructing a new local landfill with a transfer station (Scenario A), establishing a transfer station for offsite waste export (Scenario B), and building a waste-to-energy facility with a transfer station (Scenario C). The report identifies Scenario B as the preferred immediate option due to its lower upfront costs and quicker implementation, while acknowledging concerns about long-term control. The study serves as a foundational step for community discussions on future waste disposal strategies.