Retreat

September 2025 Alta Town Council Special Meeting Report September 4 2025 1 PARTICIPANTS, WELCOME, AND EXPECTATIONS Mayor Roger Bourke opened the meeting by welcoming everyone to the Alta Town Council Special Meeting. He expressed that he was pleased with the progress made to date and is looking forward to next steps. Participants were asked to introduce themselves and share their expectations for the session. The retreat was publicly noticed and recorded. Participants included the town Mayor and Council, and leadership staff. Staff Council Chris Cawley, Town Manager Roger Bourke, Mayor Jen Clancy, Town Clerk Carolyn Anctil, Council Molly Austin, Deputy Town Clerk John Byrne, Council Dan – Actionable Plan Brooke Boone, Deputy Town Clerk Elise Morgan, Council Mayor – Consensus Craig Heimark, Town Treasurer Dan Schilling, Council Elise – Direction for staff to act on Mike Morey, Town Marshal Other JB - Not ready for action: More assessment Mark Anderson, Zions Bank Craig – Financing, General Direction, Scope Jeanette Harris, Zions Bank Jen – ZPFI, Funding Julie DeLong, Pathway Group Morey – Options > Selection Chris – More the ball down the field  Town of Alta Special Town Council Meeting AGENDA Thursday, September 4, 2025 Our Lady of the Snows Center 8:45 – 9:00 Arrival, Light Breakfast 9:00-9:10 Welcome/Opening 9:10-10:00 Overview of Facilities FFKR Facilities Master Plan Findings Alternative Project Concepts 10:00-10:30 Small Group Work & Discussion - Priorities 10:30-10:40 BREAK 10:40-11:40 Review of Financing Options Status Quo – Expenses, Revenues, Capital Plans Capital Projects Funding Options – Mark Anderson, Zions Public Finance Q&A 11:40-12:00 Summary and Next Steps 12:00 Adjourn 3 2025 Pathway Associates® All Rights Reserved  PURPOSE AND DESIRED OUTCOMES The purpose and desired outcomes of the special meeting on September 4, 2025: • Spend time in review and discussion around capital projects planning, priorities, funding, and public financing mechanisms. • Determine priorities around accessibility, resilience, and budget concerns. By the end of the day, we will have… 1. Reviewed and discussed capital project facilities plan highlights 2. Discussed other alternative approaches while prioritizing considerations of accessibility, resilience, and cost. 3. Learned more about methods of financing public projects, particularly including bonding. 4. Outlined next steps around capital project facilities planning and financing. 4 2025 Pathway Associates® All Rights Reserved Town Manager Chris Cawley presented on capital project planning and funding. The presentation included a review of work completed to date, high level report on the FFKR Facilities Master Plan findings, other alternatives and variables, a summary, and discussion of big picture quandaries (See Slides 5-19). Town of Alta Capital Projects Planning and Funding September 4th 2025 Special Town Council Meeting  Recent Events No plans for replacement of Alta Central; Town TOA acquires OLS, Facilities and assumed it would build a adding flexibility to water/sewer new community center but had no formal plans Facilities planning facilities planning planning near or funding in place underway outlook conclusion Pre-2024 Sept/Oct 2024 June 2025 August 2025 September January 2024 May 2025 June/Aug 2025 2025 Council adopts water, Retreat – council Staff proposes sewer, capital, Special meeting to prioritizes capital using planning- general fund budgets; discuss facilities improvement level costs in TOA cap-x plans showing planning outcomes, planning, Capital Plans updated estimates for concepts to finance stabilizing Alta new building, projects, next steps Marshal's Office water/sewer projects every other year Facilities Plan Highlights Click here to view the full document 1. Executive Summary: Pages 5-11 2. “Overall Facility Recommendation:” Pages 42-43 3. Portions of “Space Matrix:” existing floor plans pp 50-54, “space deficiency page 59, skim the rest 4. Envision: Pages 61-77 5. Finance Encyclopedia: Pages 109-116 Facilities Plan – Facility Condition Assessments Alta Central • Alta Central was brought up LCC in 1950’s from Fort Douglas to provide housing; taken over by Town of Alta in 1973. Placed on rubble foundation in 1990’s. • IBC requires “essential facilities” including police stations built to Risk Category IV structural standards to withstand seismic hazard; Alta Central is not designed to earthquake, avalanche, wildfire specs •Marshals and Dispatch need more space, specific additional functional spaces • Significant accessibility challenges inside and outside • Mechanical, electrical, plumbing, all out of code and in need of replacement • Building in decent functional condition • FFKR recommends decommissioning Central as a police department building or other essential facility, moving all AMO functions to new building or town office. Can repurpose after significant renovation. Facilities Plan – Facility Condition Assessments Community Center-Firehouse • Significant structural issues: roof not rated to snow load, wood framed annexes are separating from concrete building, erosion control behind building has failed and structure is being damaged by rockfall • Needs major architectural, MEP upgrades • Community Center is our only roadside facility; only location to provide year-round ADA compliant building and minimize risk of injury to employees and visitors from slip-and-fall hazard • We believe it’s least exposed to large avalanche paths • FFKR recommends demolishing Community Center, relocating AMO and potentially admin functions to Community Center due to its much more accessible roadside location Facilities Plan – Facility Condition Assessments Town Office • The Town’s most sound facility • Needs electrical, architectural upgrades; not urgently • Significant accessibility challenges; not roadside, must walk over steep, snow-covered slopes to access building in winter. Risk of injury to visitors and employees • FFKR recommends continuing in current use, or remodeling as dispatch center, with renovations for accessibility, codes, etc. Facility Condition – Additional Notes • Alta Central, Town Office are in avalanche path, community center is less exposed. New construction at community center site likely cheaper due to lower structural requirements; fewer operational constraints. FFKR $/sf figures may not capture the magnitude of cost impacts. • We do not have dedicated year-round parking at Alta Central/Town Office. Shallow Shaft owns some of the parking we use. We have a USFS permit for the rest of it. More potential to own or directly control parking at Community Center site? • Risks and impacts associated with accessibility challenges Key Graphics “Adjacency Matrix” depicts potential spatial relationships between functional areas; dotted>solid lines suggest greater need for roadside location  FFKR’s “Test Fit 1” • New Building at Community Center Site • All Alta Marshals Office functions plus additional police/dispatch space • Existing Functions: Post Office, garage bays/storage, multipurpose space • 14,000 square feet, minor renovations to Town Office • Would require additional footprint on USFS land: special use permit or exchange for town land  FFKR’s “Test Fit 2” • New Building at Community Center Site • Police functions, additional police space • Move admin functions to new building • Move dispatch to Town Office, renovate Town Office • Existing Functions: Post Office, garage bays/storage, multipurpose space • 17,000 square feet, 2400 square feet renovated @ Town Office • Would require additional footprint on USFS land: special use permit or exchange for town land Other Alternatives and Variables • Replace existing Alta Central or Community Center functions and square feet • New build: existing plus desired additional AMO space • New Building at CC: o Police functions plus existing functions o Dispatch Center moved into 1st floor town office o Small addition to town office on Central site: dispatch quarters only OLS: We can decide not to retain multipurpose space at Community Center/Firehouse location; would save 600-800 square feet. Cost Information in Facilities Master Plan Executive Summary “Cost Facility Condition Index Repair vs Comparison” of Test Fit concepts Replacement Costs (pgs 29, 35, 41) (pg. 10) • Hard costs only = $800/square • Costs based on complex building foot assumption systems narratives provided by subconsultants. Roughly amounts • Replacement costs assume to $1000/SF either like-for-like new builds, or • Assume no further costs on Alta new builds that include additional Central; one large new building at programming indicated by staff as Community Center site; necessary or desired renovations to Town Office for code, or code + functional •No work on Town Office assumed renovations  More than a WAG: Cost Estimates 3. New Building: Police, Garage, PO; new building 5. New 2=dispatch 4. New Alta Alta 1. quarters; Central + Central Replace 2. Replace Dispatch to Community + Alta Community Town Office Center-existing addition 6. Test Project Central Center* *** SF/spaces* al SF Fit 1** 7. Test Fit 2** 100006 14,200 Size 3152 SF 4596 SF 7170 SF 7748 SF SF SF 17,700 SF Hard Costs $14.7 + Soft Costs $3.2 M $4.6M $7.2M $7.7M $10M M $16.7M *Retains 600 SF-800 SF of multipurpose space **Test fits include renovations to Town Office, 600 SF of multipurpose space. Alternatives 1, 2, 4, 5 do not include Town Office renovations. ***Many cost assumptions extrapolated from FFKR document by staff, not reviewed with FFKR. Does not include multipurpose space. New construction on Alta Central site may be more expensive $/SF due to avalanche exposure Summary Key issues with Town Facilities: • Accessibility • Resilience • Replacement cost on a small budget; costs increasing due to inflation, tariffs, labor shortages, etc. Tear down and rebuild CC Move away from using AC – could repurpose but should upgrade and can’t use for public safety Town Office is good Recommend moving either all of AMO, or police and admin to new building More Big Picture Quandaries Will there always be an Alta Will there always be a Town of Alta? Marshals Office? • Will we outsource more services or • We’re doing what we can to administration? sustain AMO but challenges will persist • Independent contractors, Municipal Services District of • Risks associated with a lean Greater Salt Lake (MSD)? and unique program • Labor challenges • SLCO SA #3? • Cost to provide service • Metro-police services (UPD) provide economies of scale, We can’t continue to provide services comprehensive law and delay capital replacement forever. enforcement functions Doing so has kept utility and tax rates “low.” The group split into three for breakout discussions. Each group had time at each station for discussion and comments. The group reported their Priority A: ideas (See slides 21-23). Cost –Prioritize the Smallest Project What are the Town’s priorities? Priority B: Resilience – Prioritize Supporting Resilience Against Short-Term Hazards (natural and other disasters) Priority C: 1. Divide into 3 groups. Accessibility – Prioritize Moving Functions Requiring 2. Identify a timer, note taker, and Public Access (What About Accessibility for presenter. Employees?) to Roadside Facility 3. Use the planning worksheets. 4. Seven minutes at each station. 5. Brief report out. PRIORITY ACTION PLANNING Original notes from the easel pad: A: Cost – Smallest ”Efficient” Project Description: * DEMO current community center – Post office * Replace with purpose-built critical needs facilities Strategy: • Start small – Can happen faster • “Phased approach” • Easier to finance • UDOT Partnership • Q: How much growth in SF will we fund? • Maintain services thru construction Next steps: • Balance AMO needs with other Town functions • Leverage current administration for UFSF exchange  PRIORITY ACTION PLANNING Original notes from the easel pad: B: Resilience – Natural hazards, catastrophic, long-term value Description: Prioritize public safety / AMO / Dispatch Strategy: • Community center – post office • Continue planning & prioritizing – AMO services, i.e., location will drive the rest Next steps: • Planning • Site the AMO  PRIORITY ACTION PLANNING Original notes from the easel pad: C: Accessibility Description: • Accessibility of Municipal public and staff access Strategy: 1. AMO public facing 2. Town Office 3. Dispatch 4. Post office - Council chambers, public meetings Next steps: 1. Planning 2. Funding 3. Finalize plans 4. Take Action * Best Case bond vote Nov ‘27 How final will SCOPE be prior to design? Is it funded before design? Town Manager Chris Cawley finished his presentation on capital project planning and funding. This included a focus on Town of Alta Fund Revenue and Expenses, existing Capital Project Plans, and more discussion around important local considerations (See slides 24-30). Capital Projects Funding and Financing Goals: 1. Review Current Budget, Capital Plans 2. Discuss Options to Fund Capital Projects a) Presentation by Mark Anderson, Zions Public Finance Inc. b) Questions for Mark 3. Discuss next steps a) what more does the council need to know?  Difference FY 26 % of General Fund Revenue FY26 Budget FY25 vs FY 26 Budget Property Tax (current and previous years) $ 510,000 $ 80,673 15% Sales Tax $ 1,890,000 $ (180,376) 56% Other Taxes: Municipal Energy, Tele $ 96,000 $ 1,928 3% Town Services Permits, Licensing, Court Fines, Impact Fees $ 353,100 $ (74,111) 10% Restricted Gov Grants (County, USFS, SLC, 4th .25, PO, UDOT) $ 99,047 $ (9,938) 3% FY 26 General Misc: interest, contributions from private sources, sundry etc. $ Revenue $ 143,950 $ 3,092,097 $ (76,277) (258,101) 4% Fund Revenue  Difference FY 26 % of General Fund Expenses FY26 Budget FY25 vs FY 26 Budget Alta Justice Court, Code Enforcement $ 40,819 $ (1,828) 1% Economic Development $ 400 $ - 0% Government Administration Financial Preparation $ 133,648 $ 6,262 4% General Operations $ 286,620 $ 8,156 8% Town Services & Programs $ 214,245 $ 37,167 6% Land Use Planning, Building Inspections, Zoning $ 345,094 $ 48,387 10% Post Office $ 52,966 $ 4,910 2% Public Safety Employees: salaries and benefits $ 1,476,730 $ 208,537 44% Equipment: resources to complete work $ 238,153 $ (2,447) 7% Recycling $ 32,500 $ 1,000 1% Town Council: Salaries, Training, Admin $ 93,940 $ 6,835 3% Transportation $ 320,410 $ 22,660 9% Misc. Expenses $ 1,200 $ - 0% Expenses $ 3,236,725 $ 339,639 Transfer to Capital Improvement Fund 150,000 -303,112 4% Total Expense $ 3,386,725 $ 36,527 100% FY 26 General Fund Expense Capital Projects Plans-Existing Capital Projects Fund $10,619,815 Water Capital Projects $6,454,447 Sewer Capital Projects $6,856,000 Total 4 funds $23,930,262 Current Plan to Fund a New Building  But: So: • “New Building” project is not specific • Refine new building project • Cannot generate $9M (or $3M concept annually for three years) for a • Explore and pursue alternative project beginning in FY 2028 on means to fund projects current revenue structure • Continue to pursue administrative • Water and Sewer projects will require efficiencies substantial rate increases annually, not • How much can the town save in withstanding concept to fund short term to offset borrowing? replacement • Explore additional ongoing • GF, WF, SF revenues presently are revenue (TRT, alternatives to GF for generally spoken for by staff, routine shuttle budget) operations and maintenance, short- term W&S projects. Could save ~100k by defunding shuttle. Options to Raise Revenue • See FMP Finance Encyclopedia pg 109-115 • Save up/pay as we go • Apply 1% local option Transient Room Tax • Increase the Town’s municipal property tax • Water and sewer rates: projected to increase ~10%/year to fund known projects • Potential for modest revenue increases in business license fees, building permit fees • Decrease expenses – “as you like” (credit Craig Heimark) • Borrowing • GO Bond, Revenue Bond, State Revolving Loan, Special Assessment Area, etc • Grants • Depends on the project • Philanthropy • Feasible…depends on the project • May not be enough interest to fund the entirety of a project ZPFI Presentation  Mark Anderson and Jeannette Harris from ZIONS PUBLIC FINANCE presented on Methods of Financing Public Projects. The expert presentation included a review of financing options, examples, types of bonds, expected timelines, and advantages and disadvantages (See Slides 32-51). ALTA TOWN BONDING PRESENTATION September 4, 2025 ZIONS PUBLIC FINANCE, INC. 32 METHODS OF FINANCING PUBLIC PROJECTS 33  METHODS OF FINANCING PUBLIC PROJECTS Save Up And Set Aside Pay As You Go Grant Financing Debt Financing Combination ZIONS PUBLIC FINANCE, INC. 34  METHODS OF FINANCING CAPITAL PROJECTS Pay-As-You-Go Save-Up-and Debt Revenue Set-Aside Revenue Grants Financing Positives Interest is earned No interest paid Those who use the project pay for it (Aligns project users and payers at the same time) The project is completed immediately Negatives Requires interest payment Long wait time to complete project Risk of inflation costs Possible conditions for use Arduous qualification process - Source: Zions Public Finance, Inc. ZIONS PUBLIC FINANCE, INC. 35  METHODS OF FINANCING CAPITAL PROJECTS What Are Municipal Bonds? Bonds - Long term “IOUs” that governments sell to borrow money for a capital project Bond Payments ($) PROJECT ISSUER INVESTORS Bond Proceeds ($) Bond Proceeds ($) ZIONS PUBLIC FINANCE, INC. 36  TYPE OF BONDS Type of Bond Security Repayment Source Authority Unlimited Tax General Property Tax & Taxing Power Any Legal Source Election Obligation Utility Revenue Utility Revenues Utility Revenues Resolution Excise Tax Revenue Excise Tax Any Legal Source Resolution Lease Revenue/Capital Annual Appropriations & Any Legal Source Resolution Lease Improvements Special Assessment/ Resolution/ Special Assessment Special Assessment Property Negative Protests Tax Increment Tax Increment Increment/Other Taxes Resolution Limited Tax General Property Tax & Taxing Power Any Legal Source Resolution Obligation Future Property Tax & Taxing Tax/Revenue Anticipation Future Taxes/Revenue Resolution Power/Future Revenue ZIONS PUBLIC FINANCE, INC. 37  General Obligation Bonds Advantages to holding a General Obligation Bond Election: ❖ Provides the lowest interest rate ❖ Does not necessarily impact existing Town revenues ❖ Tax impact to taxpayers decrease as Town taxable value increases ❖ Allows for voter input Disadvantages to holding a General Obligation Bond Election: ❖ The Bond Election can only be held once per year which increases interest rate risk ❖ They are hard to pass ❖ If the bond election fails, the Town may still need to move forward with the project ❖ Allows for voter input ZIONS PUBLIC FINANCE, INC. 38  Keys to a Successful Bond Election Things that affect bond elections: ❖ Unified support of the governing body is a must ❖ Voters must see a need, explain the project to them until they understand the need ❖ Neutralize critics by bringing them into the decision and showing them the plan, meet with them early ❖ Campaign within legal constraints ❖ Tax impact – the higher the tax impact the more difficult it is to pass ❖ General Steps: o Establish the need o Provide a reasonable solution o Propose a reasonable cost ZIONS PUBLIC FINANCE, INC. 39  General Obligation Bond Steps Bond Election Timeline: ❖ Entity approves resolution calling election (~August 20th) ❖ Copy of resolution is provided to the Lt. Governor and Election Officer (~August 20th) ❖ Notice and hold a public hearing to discuss the Town’s intent to issue bonds ❖ Eligible Voters must submit notice 65 days prior to election of their intent to file an argument against the bonds ❖ Governing body prepares and submits and argument in favor of the ballot proposition ❖ The election officer sends both arguments to the pro and con author and rebuttals are prepared ❖ Voter information pamphlets are required to be mailed to each household with a registered voter ❖ Governing body must post arguments and rebuttal on State Voter Information Website, Town website and Town newsletter if the Town has one ❖ Governing body conducts a public hearing between 4 and 45 days before election ❖ Election is held and canvass of election takes place 7 to 14 days after election ZIONS PUBLIC FINANCE, INC. 40  Utility Revenue Bonds ❖ Advantages to issuing Utility Revenue Bonds o Will likely do a better job of matching the revenue pledge to the fund benefitted from the project o Is seen as reliable source of revenue and demands a competitive interest rate o Is authorized by a Resolution adopted by the Town Council ❖ Disadvantages to issuing Utility Revenue Bonds o Typically requires 1.25X coverage which will require utility rates to be monitored to make sure coverage requirements are met o No new revenues are generated to aid in the payment of debt service o Higher interest rate than a GO Bond ZIONS PUBLIC FINANCE, INC. 41  Excise/Sales Tax Bonds ❖ Advantages to issuing Excise/Sales Tax Revenue Bonds o Is seen as reliable source of revenue and demands a competitive interest rate o Is authorized by a Resolution adopted by the Town Council ❖ Disadvantages to issuing Excise/Sales Tax Revenue Bonds o Typically requires 1.50X – 2.00X coverage because revenues can be volatile with changes in economic conditions o No new revenues are generated to aid in the payment of debt service o Higher interest rate than a GO Bond ZIONS PUBLIC FINANCE, INC. 42  Lease Revenue Bonds ❖ Advantages to issuing Lease Revenue Bonds o Does not pledge specific revenues of the Town which gives more flexibility for financing other future projects o Works well when the project is funded by several sources of revenues o Is authorized by a Resolution adopted by the Building Authority and Town Council ❖ Disadvantages of Issuing Lease Revenue Bonds o Because the lease is subject to annual appropriation, interest rates are higher than GO Bonds o Title insurance is required because the asset is the collateral for the loan o Lease agreements between the Town and the Building Authority are prepared by bond counsel that increase the costs of issuance o No new revenues are generated to aid in the payment of debt service ZIONS PUBLIC FINANCE, INC. 43  Other Miscellaneous Bonds ❖ Special Assessment Area (SAA)Bonds o Used when a public project only benefits a portion of the community o Requires support from 60%+ of the benefitted property owners o The annual assessment is added to the property tax bill ❖ Public Infrastructure Districts (PID’s) o Typically used by developers to reduce the cost of capital for their projects o Requires 100% support from property owners and creation approval by the governing body o Can be issued as a Limited General Obligation Tax (up to 15 mills) or as a Special Assessment Bond Assessment Bonds require the assessed value of the property after the improvements to be 3X the anticipated borrowing. ZIONS PUBLIC FINANCE, INC. 44  FUNDING SOURCES ❖ State Revolving Funds (SRF) for Water and Sewer Projects (BWR - Secondary Water, DDW - Drinking Water and DEQ - Sewer) o Eligibility and interest rates are typically tied to the Median Adjusted Gross Income (MAGI) of the community and what percent the utility rate is of total income and other factors. o Most loans have an interest rate below 3.00%. o A 1.0% loan origination fee is typically charged. o Will likely include additional steps to comply with the state or federal funding requirements. o The loans require the funding of a Debt Service Reserve Fund equal to one payment over a 10-year period. o Zions would act as a municipal advisor/fiduciary to assist the Town through the bonding process. ZIONS PUBLIC FINANCE, INC. 45  FUNDING SOURCES ❖ Direct Placement: Bonds are purchased by Zions Bank to be held in their investment portfolio. o Zions is interested in purchasing bonds for their own investment portfolio, but currently only fixes interest rates for 10-years. o Zions would offer callable at anytime rates which gives flexibility to payoff the debt early or to refinance the bonds for NPV savings if interest rates decline. o No debt service reserve fund is required. o Zions has financed several police vehicles for the Town. o Zions would not act in a Municipal Advisor/fiduciary role if we were to purchase any bonds. ZIONS PUBLIC FINANCE, INC. 46  FUNDING SOURCES ❖ Private Placement: Bonds are purchased by a Bank to be held in their investment portfolio. o Private placement is primarily used when the bond amount is less than $5 million dollars and typically no more than 20 years in length. o Zions, as a Municipal Advisor/fiduciary, prepares a Request for Bid that is submitted to banks that have an interest in acquiring bonds for their investment portfolio. o Bids are summarized and the Town would select the bid that best matches their needs based on rates, fees and call features. o Bonds privately placed will have varying levels of call protection. (Ability to prepay or refinance) o Interest from some banks may be limited due to the size of the Town. ZIONS PUBLIC FINANCE, INC. 47  FUNDING SOURCES ❖ Market Issuance: Bonds are sold in the public market with the assistance of an underwriter. o Market issuance is primarily used when the bond amount is more than $10 million dollars and/or longer than 20 years in length. o Zions, as a Municipal Advisor/fiduciary, would assist the Town through the process of preparing a Preliminary Official Statement (POS), obtaining a bond rating and determining if the bonds should be sold via a competitive or negotiated underwriting. o Bonds sold in the public market will typically be call protected for 10-years. o Interest rates will typically be lower, but costs of issuance are higher as the Town would have the additional costs of preparing the POS, obtaining a bond rating and paying an underwriter to sell the bonds. ZIONS PUBLIC FINANCE, INC. 48  BONDING STEPS ❖ Bonding Steps o Adoption of Parameters Resolution by the Town Council o Notice of Public Hearing & Notice of Intent to Issue Bonds is published (begins 30-day contest period) o Public Hearing is held by Town Council o 30-day Contest Period ends o Bonds are priced o Bond documents are prepared o Bond closing – bonds documents are signed and funds are received * The above timeline is for a private placement or direct purchase. ZIONS PUBLIC FINANCE, INC. 49  TIMING CONSIDERATIONS ❖ Private and Direct Placement: ~60-day process ❖ Utah State Revolving Funds: 6-to-12-month process ❖ Market Issuance: ~90-day process ZIONS PUBLIC FINANCE, INC. 50  Zions Public Finance, Inc. One South Main Street, 18th Floor Salt Lake City, UT 84133-1109 801-844-7377 Mark.Anderson@zionsbancorp.com Jeanette.Harris@zionsbancorp.com ZIONS PUBLIC FINANCE, INC. 51 • Chris Cawley and Julie DeLong reviewed what was accomplished and talked about next steps. • Meeting evaluation: Council liked Chris’s presentation, they would have liked more time overall, enjoyed the flexibility of the agenda, and the breakouts. • With that, the participants and presenters were thanked and the meeting was adjourned. Summary and Next Steps ✓Next steps Follow up communication Recording/video Action items ✓Meeting Evaluation Pluses – things you liked, worked well, and would like to repeat in future meetings Changes – things that didn’t work as well, or that you would have changed. Julie DeLong ✓Closing Remarks Pathway Group Julie@pathwaygroup.co 866-306-0699 www.pathwaygroup.co Thank you!