Town Council Retreat

Alta Town Council Retreat Meeting Report January 2025 Alta Community Center PARTICIPANTS, WELCOME, AND EXPECTATIONS Mayor Roger Bourke opened the meeting by welcoming everyone to the 2nd Annual Town Council Retreat. He shared his excitement at reviewing all the progress made in the last year. 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 Brooke Boone, Deputy Town Clerk Elise Morgan, Council Craig Heimark, Town Treasurer Dan Schilling, Council Mike Morey, Town Marshal Other Steve Rowley, K&C CPA’s Town of Alta Council Retreat Detailed Agenda Thursday, January 9, 2025 Location: Town of Alta Community Center/Library 8:30 Opening – Chris, Julie 10:45 Budget Planning Group Work − Welcome – Team Breakouts – use template − Agenda, Introductions & Expectations – Questions/Form Teams/Discussions − Ground rules and Communications – Generate/Group/Rank − Set Context 8:45 Strategic Plannning Progress Review – Chris, Julie 11:45 LUNCH − Review of outcomes from last January − Progress to date 12:15 Mission, Values − Survey outcomes − Review pre-work − Suggested process, timeline, activities to complete the − Small group discussions strategic plan − Report out and synthesis − Questions/Comments captured during presentation 12:45 Plan Development: Goals, Objectives 9:30 Long-Term Budget Planning- Craig – Next steps – Existing conditions – Small group work – Financial report and long-term perspective − Report out and synthesis – Logical ways to to meet the needs of the town 1:45 Review and Wrap-up – Possibilities, Pro’s and Con’s, comparables − Meeting Evaluation – Financial analysis, concentration risk − Next Steps 2:00 Adjourn 10:30 BREAK 3  PURPOSE AND DESIRED OUTCOMES The Purpose and desired Outcomes of the Council Retreat on January 9, 2025: • To spend time in discussion, education, and sharing to make progress around long-term budget and planning for the Town. • Report out of strategic planning progress and to determine next steps. • To review and work on draft mission and values for the Town. By the end of the day, we will have… 1. Reviewed progress on our strategic planning efforts, short- and long-term goals. 2. Become better educated about budget planning and determined next steps toward around meeting our long-term planning goals. 3. Reviewed and discussed survey outcomes from Town Council and staff leaders. 4. Listened to each other, a lot. 5. Determined strategic planning next steps and worked on current key priorities. 2024 Pathway Associates® All Rights Reserved Chris Cawley prepared a progress report toward Council goals accomplished in 2024, especially since the last Board Retreat when key initiatives were identified. The following pages include the report and comments from attendees captured by the graphic recorder on flip charts, as well as text box additions (light blue as in this example) to memorialize the retreat. Strategic Planning Progress Review January 9 2025 Alta Community Center 2024 Recap • 628” at Collins Study Plot • Started year with January council retreat • First full year in “Town Manager Model” • Staff and council turnover • Major payroll adjustment • TC took action to repay WF debt to GF • TC Priorities: Capital improvements and AMO sustainability • Alta Planning Commission: Subdivision ordinance, Shallow Shaft and Shrontz Presentations • Administrative/technology upgrades • AMO “Phase II” radio system • “Focus on short- and medium-term problems and solutions before pivoting to the long-term”  2024 Council Retreat Strengths Weaknesses Strategic Assessment • Experience, dedication of staff Broad and shared compilation of facts, beliefs, and perceptions • Setting priorities within current structure • Financial position • Lack of clarity around governance • Location • Short planning horizon • Small size allows for nimbleness • Dead-end canyon and one road • Resilience and strong partnerships • Town’s lack of land ownership • Barrier to communication is low • Subject to politics outside canyon Strengths Weaknesses • Engaged leadership • Finding and retaining staff • Weather, avalanche threats • Opportunities Threats Town building maintenanc e • Lost relationships with ext ernal leaders Opportunities • Hyper-attuned to threats Threats • Resources available to tackle challenges • UDOT and Forest Service • Increased strain on resources • Relationships with external leaders can be • Emergency and law enforcement changing strengthened and leveraged • Unique needs of our law enforcement • Change team • Increased visitation • External jurisdiction – decisions by others • Increased summer activity greatly impact Alta • Budget and resources of partners • Climate change 11 2024 Pathway Associates® All Rights Reserved Vision of success The Town of Alta is: • High performance • Unified, linear • Modern, future oriented • Sustainable, resilient • Transparent, legible, understood, appreciated • Calm, cool, collected • Coalition of the willing? Competitive and selective • Open minded • We have a plan! 13  REFLECT upon your wishes and dreams for the future. DRAFT VISION OF SUCCESS What would you like to have helped build; what will be your legacy? Our financial sustainability is … Our services are known for… Our model or structure is… • Comprised of diverse revenue streams • Based in consensus decision-making • Responsiveness • Consistency for staff support and • Enhanced by careful expense management • Welcoming management • Dedicated • Open to continuous improvement • Smooth running • High performing • Accessibility and reliability Summary Vision Statement Partners and allies contributed to 20 Results: Our people and culture are our success by … Our success is measured by… distinguished by… • Expanding our offerings • Public acknowledgement of our services • Stability as an employer • Advocating for our vision of Alta • Financial audits, financial strength • Competitive compensation and benefits • Being powerful allies and having influence • Technological advancements leading to • High-functioning team • Helping us to bypass red tape efficiencies • Having incredible vision • Increased transparency and streamlined • Happiness to be here! communicators • Passion for recreation and outdoors • Self-assessment of achievements • Our longevity • Updated and well-maintained infrastructure 12 2024 Pathway Associates® All Rights Reserved How do we get there? Improve Capacity Lengthen Planning Horizon • Optimize • Short/medium/long term plans: • Embrace and Invest in technology • Capital improvements • Internal process improvement • Programs and projects • Reporting and accountability • Land Use • Prioritize attainable goals • Community Vision Communication, Engagement Improve Governance • Engage community in planning • Clarify council-staff roles & relationships • Does community understand the • Council focuses on policy and priorities town’s role and our limitations? • Planning and decision-making process 14  DETERMINING TOP PRIORITIES Two top priorities emerged in this abbreviated format which begins to form the development of a strategic plan. In a full strategic planning process, more detail would surface in multiple priorities identified. Through the survey, interviews, and retreat to this point, two key priorities were agreed upon by the group: 1. Long-term planning 2. Clarity around roles and responsibilities Participants were asked to work on one of these in small groups for about thirty minutes. After that, they reported on their progress. Note the following pages. 16 2024 Pathway Associates® All Rights Reserved Progress Toward 2024 Priorities Goal Objective Action Status Recruitment and Retention Compensation analysis, explore public safety retirement system Payroll market adjustment, URS application 5th cop budget, schedule, OT, fleet and equipment plan OT policy update; 5th cop process Reduce Morey patrol time -> Planning/admin time In progress Stabilize AMO Continuity and Sustainability SLCo Sherrif contracting for a la carte services On hold re: UPD->Sherrif transition Obtain victim advocate Not started Facilities Assess short term options for ADA accessible police workstation No short-term options id'd Water Update water model, develop capital improvement plan In progress Capital Assets Sewer Develop model, capital improvement pan In progress Master Planning Facilities Facility condition assessment, space planning In progress Realize Efficiency Through Technology New website, online billpay, online forms, etc. Complete/in progress Staff purpose/mission statement In progress Administration and Develop Strategic Process Plan next council retreat In progress Governance Reporting FY 25 staff planning, tracking, reporting In progress/needs more work Roles and Responsibilities** Improve council onboarding and training In progress/needs more work Facilities and Infrastructure Water, sewer, facilities planning In progress Org. purpose statement In progress Lengthen Planning Community vision statement Not started Horizon Long Range Planning Address major pressures Not started General Plan Update Not started  Stabilize AMO OBJECTIVE ACTION STATUS • Payroll market adjustment; • Compensation analysis, explore public safety Recruitment and Retention retirement system began enrollment in URS public safety • 5th cop budget, schedule, OT, fleet and equipment • Updated AMO Deputy OT policy plan • began process re: fifth cop Continuity and Sustainability • Reduce Morey patrol time -> Planning/admin time • In progress • SLCo Sherriff contracting for a la carte services • On hold re: UPD>Sherrif • Obtain victim advocate Transition • Not started Facilities • Assess short term options for ADA accessible • No desirable short- police workstation term options identified 1 All Rights Reserved 2025 8  Capital Assets Master Planning OBJECTIVE ACTION STATUS • Update water model, capital • In progress Water improvement plan • Develop model, capital • In progress Sewer improvement plan Facilities • Facility condition assessment, space • In progress planning 1 All Rights Reserved 2025 9  Governance OBJECTIVE ACTION STATUS • Staff mission/purpose statement • Staff proposed to council in Develop Strategic Process • Plan next council retreat October • Complete • FY 25 staff planning, tracking, • In progress/needs more Reporting reporting work • Improve council onboarding and • In progress/needs more Roles and Responsibilities** training work **Optimize and adapt to Town Manager Model 2 All Rights Reserved 2025 0  Lengthen Planning Horizon OBJECTIVE ACTION STATUS Facilities and Infrastructure • Water, Sewer, Facilities plans • In progress • Org. purpose/mission statement • In Progress • Community vision statement • Not started Long Range Planning • Not started • Address major pressures • Not started • General Plan Update 2 All Rights Reserved 2025 1 What do I need? What does staff need? • A plan, and a planning process • Where do we go after today? 2 years? 10 years? • Town Council Direction • What outcomes does the council want to see? • What resources will be devoted to achieve the outcomes? • Staff proposes pathways to implement policy • Works with council to determine presentation, communication 15 Town Manager’s Reflections We have a great deal of work and hard decisions ahead of us: • Priority CIPs • How to fund? Timeline? • Adopt strategic plan: short- and medium-term plan and planning process to improve communication, decision making, alignment • Council>staff decision process, communication: optimize Town Manager Model • 2025 Election: 2 council seats and mayor • Update the general plan • Update town code • Mike Morey’s retirement All Rights Reserved 2025 The comments captured to the left were made during Chris Cawley’s presentation: • Add category of execution • How do we get it done? • Shared expectation for execution of goals • Culture where projects get approved but not executed due to budget • Impressive list of accomplishments for 2024!! • Given current uses of land and facilities re: ADA accessibility – no option identified for police workstation • Cost estimates are lower than expected! • Difference between putting money in VS authorization to spend • Accounting work to allocate funds @ assign • Need to prepare for potential changes to leadership • Need process for code changes • Use officer or Marshall vs cop? • Process to get up to speed on rules • Execution of plan! • Re: Turnover – improve onboarding process, need published material on workload. Train new council members • You tube and books available to help • After last retreat we laid the foundation for future, just the 1 year with town manager model. Chris is doing great! Beginning! • Chris looking to future, preparing not putting out fires • Did not have direction in the past – improving now. • Best year on Town Council! • Interesting that community vision statement was not marked as priority - * Because we are already living it! • Good culture is self-reinforcing. Consistent values.  Thanks! All Rights Reserved 2025  Town of Alta Survey Results All Rights Reserved 2025 STRATEGIC PLANNING PROGRESS SINCE JANUARY 2024 RETREAT: COMMENTS: ✓ Making progress ✓ AMO Stabilization (6) COMPENSATION ✓ Master Planning, Water, PLANNING STABILIZING THE MET Sewer, Facilities and MARSHALS OFFICE EXPECTATIONS NEW TECHNOLOGY Utilities (2) 5TH COP ✓ Mission and Values (2) ✓ Strategic Planning (2) ON TRACK ✓ Open communication CAPITAL ASSETS MET MORE WORK TO MASTER PLANNING EXPECTATIONS between town and BE DONE AROUND ALIGNMENT council All Rights Reserved 2025  LONG RANGE BUDGET PLANNING What do you need to know or understand to discuss and make decisions about raising revenue to meet the needs of the Town? 1. How does municipal bonding work and how much could the town feasibly or The Town faces a high likelihood of prudently borrow? (2) 2. A quick assessment of the revenue portfolio. Where are things set and where increasing costs in the near future due to inflation, wage pressures, increases in do we have options? What are those options? Does the council want to provide direction? (2) demand for services, and the need for major investment in capital improvements. 3. What about total property tax rates? (2) This is in the context of ski industry 4. What are our priorities and revenue requirements? 5. Disproportionate user fees are often discussed when the Town only provides turbulence, climate change, regional change and growth, and other factors baseline staffing. 6. What revenue generating opportunities are we not taking advantage of? outside the Town's control that could impact the local economy, which would in 7. Are there more grant opportunities we can seek out? turn impact the Town's heavily sales tax 8. Are our current revenues optimized--fees, sales taxes, etc. 9. How can we help local businesses boost sales in the spring, summer, and fall? reliant budget. 10. What additional programs can be incorporated? All Rights Reserved 2025 LONG-TERM STRATEGIC ITEMS IDENTIFIED, AND A FOCUS ON GOVERNANCE: 1. Develop a strategic planning process: Schedule retreat, work on mission, vision, and values, next steps 2. Stronger reporting lines: Staff planning, tracking, reporting 3. Focus on roles and responsibilities: Improve council onboarding and training Unclear agreement around progress and how well expectations are being met: Exceeded expectations Next steps to meeting our strategic goals: 0 ✓ Finalize the master plan; strategic plan – council and staff must remain aligned! ✓ More communication; clear understanding of decision- Met expectations 6 making processes; clarity in role followed by empowerment to act ✓ New Council onboarding and training; clarity in time commitment needed to do the job before running office Below expectations 5 ✓ Move forward as written above 0 1 2 3 4 5 6 7  LONG TERM PLANNING PRIORITIES RANKED ORDER OF IMPORTANCE TO ACCOMPLISH Ranked order of importance: 6 2 Capital Improvement Plan 2 1 3 5 General plan 1 2 2 Strategic plan (and Mission, 4 Purpose, Values) 4 1 0 0 Community Vision Statement 4 7 0 1 2 3 4 4 3 2 1 All Rights Reserved 2025  LONG RANGE PLANNING HORIZON Last year, we were aligned in our What the Town needs to do to stay ahead of long-term problems agreement to lengthen the planning horizon in the following ways: that have the potential to impact the Town's viability and levels of service: Facilities and Infrastructure Action: Water, sewer, facilities plans • Action our plan Long Range Planning • Update general plan Action: Workshop organization purpose • Impact study statement, update/develop community vision statement • Annual or bi-annual retreats to keep the discussions going (2) Action: Address major pressures • First is to ensure that we are at least not falling behind on public safety. Next is to • UDOT Bus stop/service, gondola, ensure that we are not falling behind on aging infrastructure. We need a schedule, dispersed recreation management, climate change, population growth, however tentative, and associated budget for critical infrastructure. seasonal economy • Formalize reporting processes from committees • General Plan Update • Participate more actively in regional and county-wide planning groups and processes re: transportation (2), recreation management • Strengthen infrastructure • Make tough tax increase decisions • Help business community to thrive • Improve communications across constituents seek ways to bolster confidence in town operations from residents • Capitalize on common goals with Snowbird and partner agencies  CRITICAL ISSUES FOR THIS YEAR’S RETREAT ❑ Communications; boundaries; clarify elected officials and relationships; Team building and consistency (3) ❑ Planning ahead for facilities (3) ❑ Long-term planning prioritization over next 12 months ❑ Planning ahead to support the AMO ❑ Strategic plan: how do we maintain staff-council alignment? Magnitude of the need is great. ❑ Finalizing mission, vision, and values statements ❑ Gaining a plan for the next 12 months HOW WE WILL KNOW IF THE RETREAT WAS SUCCESSFUL: ➢ Commitment to milestones; planning framework; general plan; strategic plan; facilities master plan; financial plan; Next step s are clear – 3 to do’s; Concrete results (7) ➢ We will have a well-defined mission and vision for the future, along with a road map to help us achieve short and long-term planning goals ➢ Plan the staff can act upon ➢ Open and transparent collaboration between TC & Town employees ➢ Alignment All Rights Reserved 2025 Craig Heimark, along with Chris and Jen, prepared a Long- Term Budget Planning presentation to educate and identify next steps for the Town. Thanks to Craig and the team. The following pages include the discussion and comments from attendees captured by the graphic recorder on flip charts, as well as text box additions (light blue as in this example) to memorialize the presentation. Town of Alta Long Term Budget Planning January 9, 2025  Why this presentation? Excerpt from 2005 Town of Alta General Plan Status Chapter 3- general policies The town supports and encourages the acquisition of vacant or undeveloped private lands within environmentally sensitive areas, those not served by public utilities, those with high public open Section 3.8 – Private Land space and recreational values, and those not readily accessible to Acquisition emergency services. Such acquisitions should be made by either an Nothing Done appropriate governmental agency or private entity(s) with the understanding and agreement that such lands be conserved in perpetuity. Don’t listen to hat they say, atch hat they do fund The numbers that follow are not precise but should be more than adequate to frame the long-term planning discussion Numbers sourced from • November Financial Packet distributed to Council • Audited Financials 2016-2023 (on website) • Original FY 25 Budget (June 2024) Numbers are precisely wrong • Sometimes I used numbers from end of FY 24 • Other times I used November numbers from Financials distributed for the November meeting • A better analysis would have used numbers all from the same point in time BUT the Numbers are generally correct • This is the big picture view, and being close is good enough • The purpose is to give you a sense of how we might improve our long-term planning • And what are the constraints and alternatives we face  Questions For Discussion What percent of the gap do $ Do we want to create a In which long-term liability you feel should be plugged by What items outside the current balanced Long-Term Financial estimates do you feel least the following? budget do you think we should Plan, now or later? confident? or might need to address (i.e., Revenue growth (in excess of land purchase for conservation inflation) purposes, preparing an emergency Bond Issuance egress route in the case of a forest fire)? Increase of existing taxes And over what time frame – 20, 30 years General Fund New Disproportionate Use Fee or longer? Sewer Fund Redirect of Excess Cash from Given these Numbers do you think Age of Infrastructure creates pressure, Water Fund we need to cut some programs or but we could kick the can down the road ”Checking Account” to Specific Capital Funds other current expenditure to fund for a bit basic infrastructure Expense Reduction  Summary of Long-Term Expenses and Current Reserves We find the summary of projected capital expenses on page 19 of Nov Packet Total avg Numbers from November Council Pack et * Budget estimates c alc ulated at 2023 Actuals plus 3% COLA And on page 1 we find a summary of our current reserves The project forecast of $10.3m has a nominal shortfall of $7.5m  Can We Afford This Increase In Capital Spend? Implications • If we spread the capital spend over a 30-year period it would mean we need an increase in contributions to Capital Funds of about $250,000 annually - 6.75% of budget (or $375,000 over 20 years – 10%) for capital improvements – This assumes the Town replaces one building instead of two • We have already started to increase our capital fund contributions beyond our annual project spend. Over the last five years we have transferred excess revenue from the GF to the Capital Projects Fund at the rate $362k and expenses of about $200k (only two years of data) • The contribution bounced around, but at a net of 162,000 can be a big part of funding the gap – FY 24 - $522,000, FY 23 - $680,000, FY 22 - $100,000, FY 21 - $422,997, FY 20 - $90,000 – Average of $362k – 200k = 162k Caveats • Most common errors in LT projections are errors of omission (including a greater than COLA increase in operational costs) • While our revenues increased rapidly, our expenses are starting to catch up – e.g. staff payroll increases as a result of competitive pressure from SLC and Sandy for Marshal’s department and Senior Staff • Also looming is long term funding of Alta Shuttle • These are SWAG’s (Scientific Wild Ass Guess) and real modeling work is needed  What Else Might We Pursue We have identified a number of possible additional sources of revenue Increase Revenue from Existing Sources – estimate of $173,000 annually Borrow through private placement–for this presentation, principal amount of $3,750,000 with annual payments of between $252k and $322k Reduce excess cash buffer New Revenue and/or Fees • Disproportionate Use Fees - requires more work to develop estimate • Transient Room Tax – previously estimated at $190,000 • Charitable Contributions – unknown at this time • New Government Grants – unknown at this time • Business Development – unknown at this time Reduce Expenses – as you like Increase Existing Taxes Increase Even for a resort town ToA is unusually dependent Existing Taxes on sales tax revenue You will note that ToA revenue is Sales Tax 62%, Property tax at 7.7% In contrast, the comparable number for Park City is 13% and Property tax at 16.8% And for Brian Head is 4% with Property Tax at 20% High Dependance on Sales Tax Leads to High Income Variance (Volatility/Risk) Increase Existing Taxes One Source of Increased Revenues is Property Tax Of existing taxes, property tax provides the most diversification and hence most risk reduction You will note the 2023 tax rate is higher than the 2024 rate due to Truth in Taxation Hearing that year, BUT the increase in property tax revenues of $150k is received in FY 2024 Our rates may appear relatively high, but more research is needed to ensure we are comparing the right numbers for the Unincorporated vs Incorporated areas Increase Existing Summary and some other candidates for Taxes increases in existing revenues Taxing & Fee Estimated Potential New Status Options Revenue Due to our Truth in Taxation Hearing in 2023, we have already $150,000 increase from 2023 Property Tax increased the property tax receipt from 2023’s 250k More if we hold another Suggest we do Truth in Taxation Hearing every other year Truth in Taxation Hearing Business License Fees Last study was in 2021. Council was provided with a range of options. Up to $23,000 & Liquor License Fees Building Permits Study required ??? More work Impact Fees Study required - study funds in FY25 budget ??? More work Currently voluntary contributions, how do we formalize the Town Shuttle ??? More work program Animal License Probably not much room here. insignificant Constrained due to scale Enterprise Funds May require funding from General Revenues and neighbor s Increase Existing Taxes We need to budget for our two enterprise funds separately Our current model for financing the water fund assumes an average annual rate increase of 9.9% spread over the 25 -33 time period Given the comparable rates, you may want to consider funding from General Revenues Increase Existing Taxes Pros and Cons of Increasing Existing Taxes & Fees Pros Cons • Room for more revenue from • Expect comments any time you existing taxes and fees. raise taxes and/or fees • Easy and known process for • May develop reputation as approval expensive town with significant • Some may be easy to adjust with comments by citizens little pushback • Fees for service are generally • Service income that is not supposed to align with the cost to correlated to Sales Tax reduces provide the service, obligating study risk, but we have limited to justify and possibly limiting opportunities to do – Property tax revenue potential is the best example Borrow Money Borrow Money Many Municipalities Would Issue A Bond Bonds Are Used For Infrastructure Investments To Match The Funding And Asset Durations • GAAP Accounting Depreciation Guideline for “Nonresidential property” is 39 years. Infrastructure like Sewer is more difficult but in one IRS case as deemed to be 50 years • Given the size our our community and the needed funding, we would likely do a private placement not a Bond. Current interest rate for a Private Placement is about 4.8% There are other ways to borrow more but would require more staff research • Here is a table that give you a sense of what it would cost to borrow $3.75m (50% of the 7.5 number) Current Current Interest Annual Payment Duration Interest Rate Annual Payment at Current Rate In Rate Estimate at Current +1% Year Estimate Rate + 1% s 20 4.8% 5.8% ($296,569) ($321,654) 30 5.3% 6.3% ($252,348) ($281,235)  Pros and Cons of Borrowing Pros Cons • Aligns investment with usable life • Leverage reduces flexibility in – this means the people who use bad times the service are the ones who pay • Not a problem for a year or two for it but with a secular shift could be • Fixed payment each year which (e.g. climate change, business becomes less burdensome with model change) expected revenue growth Reduce Excess Cash Buffer Reduce What is the Right Income Forecast To Be Safe? Cash Buffer Last Eight Years Revenue Linear forecast to 2032 $4,000,000 Fiscal Year Revenue $3,500,000 2016 $ 2,809,754 2017 $ 2,025,899 $3,000,000 Rolling 3 year Averag e 2018 $ 2,277,612 $2,500,000 2019 $ 2,379,332 $2,000,000 2020 $ 2,346,584 $1,500,000 2021 $ 2,491,541 $1,000,000 2022 $ 3,060,346 $500,000 2023 $ 3,271,920 $- Average $ 2,582,874 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 Average Rolling Last Three Years Standard Deviation $ 2,582,874 $ 2,941,269 $ 424,811 Reduce Cash Buffer Better Question - What is the right cash buffer to insure against income variance? • Many Of the queStiONS I hear iN the annual TOA budget fOCuS ON variaNCe iN the iNCOme diStributiON (thOugh they are NOt phraSed thiS WAY) • The queStiON Of: "Are we beiNg CONServative eNOugh?" (ON the iNCOme Side), COuld be phraSed aS: What would it cost to buy a third-party income insurance policy? • ThiS requireS deCOmpOSiNg Our CaSh reServe iNtO itS CONStitueNt COmpONeNtS, Namely WOrking Capital, aNd Self InsuranCe POliCy fOr INCOme VariaNCe • The WOrkiNg Capital COmpONeNt CaN be CalCulated frOm mOnthly budgets aNd the Self INSuraNCe POliCy Can be CalCulated frOm the Standard DeviatiOn Of Our inCOme stream Reduce Banks reserve a cash buffer of 3 standard deviations Cash Buffer • Basel Accords moved Banking Risk Management from ad hoc “management discretion” to objective mathematics • The Basel Accords are based on the normal distribution and basic statistics and calculate an insurance policy that protects against variance in all but 3 out of one thousand years • This presumes our distribution of risks are randomly distributed (and they are not) • A prudent cash buffer for a town might be 2 standard deviations (5 in 100 years) Reduce Cash Replace Current Cash Buffer with Working Capital and Self Buffer Insurance Calculations Current Framework Alternative Framework Intent: We try to reserve the maximum buffer allowed Intent: We calculate the right amount for working capital requirements and a self insurance cash buffer For example: Starting Balance Expenses Percent – freeing the remainder for capital spend 2,456,076 2,930,434 84% For example: 6/30/24 GF Balance Standard Deviation Issues 3,837,652 424,811 The % of total expenses is rather arbitrary and can be calculated in a variety of ways Working Capital Low Cash 2,915,399 A better way would be to decompose the Working Capital Requirement 922,253 requirements into: • Cash Buffer for Income Variance Cash Buffer at 2 SD 849,622 • Working Capital Requirements Excess Cash 3.8-(.92+.85) ≈ 2m *Note: These numbers include some restricted funds – they are approximate Reduce Cash Buffer Pros and Cons of Reducing Cash Buffer Pros Cons • Makes it easier for the public to • Less flexibility on deployment of understand the need for additional funds income to fund infrastructure projects • Keeping the extra $400k on hand provides an extra cushion for • Replaces "management discretion" extreme financial events. with "best practice" methodology that is mathematically defensible • Automatically adjusts to systemic changes in business model or climate variance Explore New Revenues New Tax / License Introduce New Fees - Disproportionate Use Fee What is a Disproportionate Use or Enhanced Level of Service Business License Fee? A disproportionate use tax is a license fee or tax upon a business that causes “disproportionate costs of municipal services” ExCerptS frOm Utah COde ANNOtated SeCtiON 10-1-203 (5) • 5(a)(I) The legiSlative bOdy Of a muNiCipality may by OrdiNaNCe raiSe reveNue by levyiNg aNd COlleCtiNg a liCeNSe fee Or tax ON: • 5(C)(I) a business that causes disproportionate costs of municipal services; • 5(C)(b) (I) AS uSed iN thiS SubSeCtiON (5):(i) " uNiCipal ServiCeS" iNCludeS: (A) publiC utilitieS; aNd (B) serviCes for: (I) pOliCe; (II) fire; (III) StOrm ater ruNOff;(IV) traffiC COntrOl; (V) parking; (VI) transpOrtatiOn; (VII) beautifiCatiON; Or (VIII) snow removal. New Tax / License Pros and Cons of Disproportionate Use Fee Pros Cons Quite a bit of staff work is needed to enact such a tax • Aligns revenues with people/entities including: that actually use the service • Identifying which services should be included, and the • A disproportionate use tax allows a costs of those service (allocated between residents Town to recoup revenues for services and occasional users) consumed by occasional visitors • Preparing the documentation needed to align with • Removes pressure on existing Town of Alta Ordinance 3-1-4 and UCA 10-1-203 property and other taxes for (5)(c/d) providing services not used by those home owners A new fee/tax that hits local businesses, skiers: • May need syndication with afflicted entities • This tax is limited to reimbursement of the actual costs of providing such services • Highly correlated with sales tax so may not reduce income volatility New Tax / License Pros and Cons of Transient Room Tax Cons Pros Last time it was raised at Common Fee at most Resorts Town Council it received pushback Significant Revenue Potential • At 1% level estimated $190,000 New Tax / License Pros and Cons of Charitable Contributions Pros Cons Great if yOu Can get it PrObably requires signifiCant OutsOurCed TOA InCOme DistributiOn expense may make this pOssible Often requires multiple years tO land New Tax / License Pros and Cons of Pursuing Government Grants Pros Cons Great if yOu Can get it May require new hire Or OutsOurCed expert DOes nOt affeCt lOCal taxpayers Often requires multiple years tO land New Tax / License Pros and Cons of Business Development Pros Cons If we Can develOp the Short of a “downtown right idea, it inCreases development” requiring real lOCal business revenues assistance and cooperation from and tOwn revenue Forest Service, it is not clear what the town could do to increase revenue in Alta Maybe if we brainstorm with Ski Lift and others, we can surface some creative ideas Reduce Expenses We Can also do sCenario planning on expenses to help fund infrastruCture investments - some examples Cut wages aCross the board or seleCtively • Inconsistent with recent decisions to increase wages to keep up with wage trends in peer agencies Cut serviCes • Cut Shuttle Program - Total Expense is 252k, net expense to TOA is $118k, due to $50k UTA contribution: and $84k local resident/business contributions – BUT unclear how stable are these subsidies • Cut Alta Justice Court - $35,837 • Cut post office - $41,680-$21,850=$19,830 • Cut recycling - $31,500 • Cut Town Park, Summer Program - ~$20,000  Stuff to think about Real infrastruCture planning should be based on replaCement COst, not original COst - GAAP depreciation is based on book (original) cost - We have done so already in water fund doing by “updating water study”, presumably to be followed by a similar review of the sewer infrastructure - And is what Dan Schilling recently accomplished on $7m cost replacement estimate for Civic Center Making Larger Contributions to Our Capital Funds Is A “Sinking Fund” Approach - It requires a separation between contributions to capital funds and authority to spend in contrast to our current process - Spend authority would come with specific project approval Many of our assets are long in the tooth - and henCe should be viewed as inCreasing probability they will break - prediCtable emergenCies - For most Cities, not muCh of a problem, but imagine a big water or sewer break buried under 300 inChes of snow  More stuff to think about Preparing this presentation emphasized to me how diffiCult it is to get the right information without massive manual work so, I have two suggestions. Suggest we spend more staff time on long term planning by reduCing work on short term budgeting - Prepare but not submit monthly budgets for purposes of aCCurate working Capital estimate - Currently we prepare finanCials every month and submit them in the monthly paCket - Suggest we only provide and review that information quarterly. In addition, eaCh quarter we should sChedule a publiC meeting in Case we need to adjust the budget – that way we aren’t scrambling - We may also need some inCrease in outside assistanCe to be able to easily prepare long term finan Cial plans Make the finanCial reports easier to read, digest and for the CounCil to approve budget varianCes - Change Chart of aCCOunt so that the departments are COlumns, not rows - Fully alloCate payroll so that the time of projeCts is planned - We already do hourly reporting - Staff time needs to be allocated so that we don’t bite off more than we can chew - IntroduCe the idea of operational projeCts as well as Capital projeCts – e.g. Shrontz estate proposal this year And FINALLY Budget is not the only COnstraint – So is WATER The comments below (original notes to the right) were made during Craig’s presentation: • Most visitors are from Utah now, according to recent statistics from the visitors bureau – 60/40 local (used to be the other way around) • People moving here for outdoor lifestyle • Start with $ constraints • Over what baseline are we increasing capital spend? Answer: $250,000 • Park City Ski Patrol strike is an example of possible variants • We rely on sales tax, lots of possible issues could impact! • We get small % of property tax • Former council was reactive to inflation • We need to be strategic, yearly increases to property tax • We don’t have highest property tax • Disproportionate use is a hard fact to prove • We have tax equalization problem • Need to hire tax lawyer • Home valuations are 10x commercial • Relationship with county Mayor The comments below (original notes to the right) were made during Craig’s presentation: • We are not able to do municipal bond because we are too small; it would cost too much to do • We can do private placement bond • Bond transfers cost to future user while also benefiting current user • Dip in linear forecast is not due to reduction in revenue • Equal number of positive events to negative events to grow revenue • Execution and public relation problem • Need ot pre-fund capital funds • More defined project management • Need to deploy capital • How much of budget for Marshall is visitors? 3/4th for occasional use visitors • Identified potential for disproportionate use tax • Funding large share of shittle program • Disproportionate use tax creates us VS them mentality – can be divisive to people paying sales tax • What is the alternative? Bonding, lift ticket tax • Do we need more revenue today? No • Post covid wage increases were necessary The comments below (original notes to the right) were made during Craig’s presentation: • Lodging community did not support transient room tax (TRT) • TRT is common at other resorts • We have to show community why we need money and how we will spend it • We will raise TRT but not yet • Would TRT make us more able to borrow? YES • TRT is variable, similar to sales tax • We haven’t done enough for water/sewer/building grant opportunities – need a plan first! • More citizen input is needed • Us becoming a landlord is a good idea • Package Jen produces each month is monumental amount of work • Reporting to Council is not the burden - - it would happen anyway  Questions For Discussion What percent of the gap do $ Do we want create a balanced In which long-term liability you feel should be plugged by What items outside the current Long-Term Financial Plan, now estimates do you feel least the following? budget do you think we should or later? confident? or might need to address (i.e., Revenue growth (in excess of land purchase for conservation inflation) purposes, preparing an emergency Bond Issuance egress route in the case of a forest fire)? Increase of existing taxes And over what time frame – 20, 30 years General Fund New Disproportionate Use Fee or longer? Sewer Fund Redirect of Excess Cash from Given these Numbers do you think Age of Infrastructure creates pressure, Water Fund we need to cut some programs or but we could kick the can down the road ”Checking Account” to Specific Capital Funds other current expenditure to fund for a bit basic infrastructure Expense Reduction Attendees were split into three groups. Each was given a color Budget Planning Workshop marker and had time with each discussion question and worksheet. 1. LONG TERM FINANCIAL PLANNING • Is this council committed to creating a balanced Long-Term financial plan? Over what time period – 20, 30 years, longer? What is the decision criteria, or conditions needed, to move forward? • In which long-term liability estimates do you feel least confident, and why? General, Sewer, Water • What are your main concerns regarding income variance over the next fifteen years? e.g Business Model Change, Climate Change/Snow Projections 2. FUNDING PREFERENCES AND PERCENTAGES: What combination and percentages make sense for our funding needs? • Private placement borrowing • New disproportionate use fee • New transient room tax Questions for consideration: • New revenue from Charitable contributions Groups will discuss. Identify a • New revenue from Business development timer, make notes on the chart, • New Government grants • Reduce of excess cash buffer to specific capital funds be prepared to present. • Expense reduction 3. FINANCIAL CONSTRAINTS • What items outside the current budget do you think we should or might need to address (i.e., land purchase for conservation purposes, preparing an emergency egress route in the case of a forest fire)? • Given these Numbers do you think we need to cut some programs or other current expenditure to fund basic infrastructure LONG-TERM FINANCIAL PLANNING WORKSHOP Attendees were split into three groups. Each was given a color marker and had time with each discussion question and worksheet. The notes below (original notes to the right) were made by work groups: Is this council committed to creating a balanced long-term financial plan? • All groups reported YES Over what time period? • Two groups said 30 years while one answer was variable What is the decision criteria needed to move forward? • Prioritization of the revenue mix • Strategic plans that provide direction and a financial plan • Agree with others based on critical and quality of life needs LONG-TERM FINANCIAL PLANNING WORKSHOP Attendees were split into three groups. Each was given a color marker and had time with each discussion question and worksheet. The notes below (original notes to the right) were made by work groups: In which long-term liability estimates do you feel least confident, and why? GENERAL SEWER WATER ✓ More variables Yes Necessity ✓ Yes Emergency Plan Main concerns re: Income Variance over the next 15 years? e.g., business model, climate change, snow projections ✓ Climate, economic concentration ✓ Sales tax ✓ Climate change LONG-TERM FINANCIAL PLANNING WORKSHOP Attendees were split into three groups. Each was given a color marker and had time with each discussion question and worksheet. The notes below (original notes to the right) were made by work groups: FINANCIAL CONSTRAINTS What items outside the current budget must we address (i.e., land purchase for conservation, emergency egress ico forest fire)? 1. Emergency response equipment/assets 2. AMO needs – additional 3. Continued investment in public alert systems 4. Fire Hazard reduction (ordinance review) with requirement to remove dead trees - Fire protection reserve increase 5. Land purchase for facilities 6. Nothing?? 7. Recreation amenities – town park Given these numbers, do we need to cut some programs or other to fund basic infrastructure? 1. Re-evaluate need/priority of new community center 2. Rather than cutting programs, better identify how we can fund them – we don’t have much to cut! 3. Reduction of manual labor via new technology 4. Shuttle is not sustainable LONG-TERM FINANCIAL PLANNING WORKSHOP Attendees were split into three groups. Each was given a color marker and had time with each discussion question and worksheet. The notes below (original notes to the right) were made by work groups: FUNDING PREFERENCES AND PERCENTAGES % What combination and percentages makes sense for our funding needs? The groups reported out after discussion. Overall, they agreed on the following: 1. Spend down the the existing fund; 2. Tax equalization; 3. Implement a transient room tax (TRT); 4. Refine plan, timing, and amount of bond Attendees reviewed survey results about the mission and values and then spent some time reviewing and commenting on them as a group. Results and comments are on the following pages. Town of Alta Mission and Values January 2025 “Mission Is What You Do; Values Are How You Do It” – Mike Morey The mission of the Town of Alta Accessibility is to provide municipal services (local, Transparency inclusive, (open, honest) that promote safety and collaborative) quality of life for Alta's community; protect Alta's CORE VALUES alpine environment and unique heritage; carefully manage growth and development; and Accountability Equity (responsive, responsible, integrity) (fairness, consistency ) support Alta's local economy.  SURVEY QUESTION: TOWN OF ALTA DRAFT MISSION STATEMENT The Town of Alta exists... To provide municipal services that promote safety and quality of life for the community, protect the alpine environment and unique heritage, carefully manage growth and development, and support the local economy. ✓Shared Agreement in support of this mission All Rights Reserved 2025  MISSION EXAMPLES AND COMMENTS Mission examples from similar town governments: ✓ Shared agreement that the current draft is preferred ✓ 4 commented on the following theme: “Proudly serving our community with • Provide leadership and encourage community involvement… excellence and distinction.” and “We provide leadership and encourage • “We provide leadership and encourage community community involvement to protect, maintain, and enhance our sense of community, involvement to protect, maintain, and enhance our sense of historical heritage, and alpine environment.” community, historical heritage, and alpine environment.” “Committed to providing the very highest quality of life for our residents and the highest quality of experience for our visitors.” ✓ Other comments: “To provide the highest quality innovative and • Excellence efficient municipal services, steward the • Quality innovative and efficient municipal services, and Keep natural environment, and support a healthy and sustainable community for the benefit of Alta, Alta future generations with respect for the work of • Committed to providing the very highest quality of life for our our predecessors.” residents and the highest quality of experience for our visitors. Attendees spent time considering the mission and commenting on the current draft. See notes on the Town of Alta Mission Review following page. Draft Mission To provide municipal services that promote safety and quality of life for the community, protect our alpine environment and unique heritage, carefully manage growth and development, and support Alta’s local economy. Mission Work: • Do we want to add language to include any of the following? Groups will spend time making “We provide leadership and encourage community involvement notes to inform the final to protect, maintain, and enhance our sense of community, version of the mission. Identify historical heritage, and alpine environment.” a timer, note taker, and presenter. • Anything else to consider or edit on the above mission? All Rights Reserved 2025  CONSIDERING THE MISSION Possible changes to the Mission: • Remove municipal services • Remove ”and development” • Are mission and duties the same? • Remove “promote safety and quality” and change to foster greater sense of community • Add integrity and respect after services • Add commas • Emphasis on protect alpine environment (but it could be added to the values) • Foster sense of community • Encourage community involvement • Don’t want to dilute by making too long • Shift things to values to shorten the mission • Flip sentences “promote then say how” • Incorporate mission statement as aspirational, we need to include duties 76  TOWN OF ALTA VALUES Values are the principles or standards of behavior used in life or work. The values listed below were previously identified by staff and presented to the Council in October. Please note your level of agreement to include each of the following: 4 Accessibility: Promoting an inclusive and 4 1 collaborative community and town 1 3 8 Equity: Fair and consistent practices 6 Transparency: Open and honest 5 communications and processes 6 Accountability: Responsible and responsive, with 5 integrity 0 1 2 3 4 5 6 7 8 9 Strongly Agree Agree Disagree Strongly Disagree Do not know All Rights Reserved 2025  TOWN OF ALTA VALUES Other values or principles that are commonly embraced by government agencies are listed below. Some similarities exist between these values and the ones above. Please note your level of interest to consider or include a version of the following: Comments: Innovation: Pursuing creative outcomes, 3 • Neutral option should have been offered (2) 5 grounded in distinctive challenges and 2 • Do these values reflect the perspective of the community? opportunities • These values or principles fit better in a mission statement. 1 Well-Being: Accomplishing meaningful work 2 These are nouns, not adjectives. They're mostly duplicative and improving quality of life by promoting 8 of the mission and values we've already outlined. work-life balance, health, and wellness 1 • Council and Staff members do exhibit these values but Stewardship: Investing in a thriving future for 3 institutionally, to the public, these are not a major focus of all by balancing social, environmental, and 8 financial responsibilities effort or time. • The current practice of not holding broader community 6 meetings is an example of the difference to me between Service: To serve with a spirit of excellence, 5 humility, integrity, respect individual values and institutional values. I find the 3- minute limit on public comments to be another good 7 Integrity: Building trust through responsible 3 example of not creating the right institutional values actions and honest relationships 1 Teamwork: Working together with colleagues, 9 citizens, customers and partners with open 1 communication and accountability 1 0 1 2 3 4 5 6 7 8 9 10 Very Interested Somewhat Interested Not interested Do not know All Rights Reserved 2025 Attendees spent time considering the values and commenting on Town of Alta Values Review preferred and possible additional values. See notes on the following page. SHARED AGREEMENT: 50%+ ‘VERY INTERESTED’: • Service: To serve with a spirit of Accessibility: Promoting an excellence, humility, integrity, inclusive and collaborative respect community and town • Integrity: Building trust through responsible actions and honest Equity: Fair and consistent practices relationships • Teamwork: Working together with Values for the Town of Alta: Transparency: Open and colleagues, citizens, customers and honest communications and partners with open communication processes and accountability Groups will spend time making notes to complete the values. Identify a timer, note taker, Accountability: Responsible and responsive, with integrity and presenter. All Rights Reserved 2025  CONSIDERING THE VALUES Possible changes to the VALUES: • Agree with values, and add integrity? • They didn’t grab us • Integrity is important to us, could be added • Transparency & accountability are the same • Replace accountability with integrity • How does equity and accessibility apply to Council – the town is open to all, need ADA • Most important values should be shifted to the top • Foster greater sense of community • Most important word is integrity, should be showcased • Town of Alta “service with integrity” • Mission is shown to new-hires at Alta Ski Lifts – is this how you do your job? They are used as a guide. • Could be below corporate logo • Every time we vote, it should be based on values • Integrity and respect are so important • Equity could be part of integrity • All the values are commendable, we already practice them – good job! • Make individual bullets when making decisions • Different definitions of equity • All values are important All Rights Reserved 2025  CONSIDERING THE VALUES Possible changes to the VALUES: • What are public expectations vs things that are unique to Alta? i.e., environment, community • Mission is what you do, values are how you do it • We can use values to support decisions • Are we being fair and consistent with development projects? • Community, Environment, Integrity, and Respect All Rights Reserved 2025  LONG TERM PLANNING PRIORITIES RANKED ORDER OF IMPORTANCE TO ACCOMPLISH Ranked order of importance: 6 2 Capital Improvement Plan 2 1 3 5 General plan 1 2 2 Strategic plan (and Mission, 4 Purpose, Values) 4 1 0 0 Community Vision Statement 4 7 0 1 2 3 4 4 3 2 1 All Rights Reserved 2025 LONG-TERM STRATEGIC ITEMS IDENTIFIED, AND A FOCUS ON GOVERNANCE: 1. Develop a strategic planning process: Schedule retreat, work on mission, vision, and values, next steps 2. Stronger reporting lines: Staff planning, tracking, reporting 3. Focus on roles and responsibilities: Improve council onboarding and training Unclear agreement around progress and how well expectations are being met: Next steps to meeting our strategic goals: Exceeded expectations 0 ✓ Finalize the master plan; strategic plan – council and staff must remain aligned! ✓ More communication; clear understanding of decision- Met expectations 6 making processes; clarity in role followed by empowerment to act ✓ New Council onboarding and training; clarity in time Below expectations 5 commitment needed to do the job before running office ✓ Move forward as written above 0 1 2 3 4 5 6 7 Process, Timeline, Activities to Complete Strategic Plan What is Strategic Planning? Strategic Planning is the management A strategic plan is a document that process used to create a long-range summarizes all the critical strategic plan of how to achieve an ideal end- thinking from the strategic planning state or a set of goals often called a process. vision. This long-range plan is called a Strategic Plan.  A Strategic Plan answers the basic questions: • How do we define success? Why is a • What is our best thinking about how to achieve success? Strategic Plan • How do we make decisions when there is a new opportunity or a change impacting the original Important? plan? • How do we empower leaders to move forward with the authority to act? • What will we invest in and protect as we grow? Strategic Plan Considerations: The group did not have time to take up Work you have completed or is in process: this discussion. Council members agreed to ✓ Strategic assessment take up discussion of finishing the strategic ✓ Vision of success plan at an upcoming Council meeting. ✓ Priorities identified ✓ 2024 Priority spreadsheet in progress ✓ Survey responses indicating interest in completing a plan Are we ready to complete our Next up on our ”to do” list: ✓ Choose a strategic planning process and timeline Strategic Plan? ✓ Get community input, develop a community vision ✓ Create/Develop your strategic plan – this may be done in- house or with outside support ✓ Town Council to ratify the plan ❑ Discussion ❑ Readiness Test ❑ Next Steps Attendees worked on extending the progress in each of the four World Café Workshop key area identified in 2024 by noting next steps, responsible Continued Work on our Highest-Level party, and expected timeline. See notes on the following pages. Priorities 1. EACH KEY PRIORITY IS A FOCUS AREA 2. REVIEW AND ADD THE RESPONSIBLE ROLE AND A TIMEFRAME FOR COMPLETION 3. ADD ADDITIONAL “ACTIONS” THAT SUPPORT PROGRESS FOR THAT OBJECTIVE Planning next steps. Identify a Move in small groups to each worksheet with your color- timer, note taker, and coded marker. presenter. Use the planning worksheets. All Rights Reserved 2025 Progress Toward 2024 Priorities Goal Objective Action Status Recruitment and Retention Compensation analysis, explore public safety retirement system Payroll market adjustment, URS application 5th cop budget, schedule, OT, fleet and equipment plan OT policy update; 5th cop process Reduce Morey patrol time -> Planning/admin time In progress Stabilize AMO Continuity and Sustainability SLCo Sherrif contracting for a la carte services On hold re: UPD->Sherrif transition Obtain victim advocate Not started Facilities Assess short term options for ADA accessible police workstation No short-term options id'd Water Update water model, develop capital improvement plan In progress Capital Assets Sewer Develop model, capital improvement pan In progress Master Planning Facilities Facility condition assessment, space planning In progress Realize Efficiency Through Technology New website, online billpay, online forms, etc. Complete/in progress Staff purpose/mission statement In progress Administration and Develop Strategic Process Plan next council retreat In progress Governance Reporting FY 25 staff planning, tracking, reporting In progress/needs more work Roles and Responsibilities** Improve council onboarding and training In progress/needs more work Facilities and Infrastructure Water, sewer, facilities planning In progress Org. purpose statement In progress Lengthen Planning Community vision statement Not started Horizon Long Range Planning Address major pressures Not started General Plan Update Not started ADDITIONAL WORK IN KEY AREAS All Rights Reserved 2025 ADDITIONAL WORK IN KEY AREAS All Rights Reserved 2025 ADDITIONAL WORK IN KEY AREAS All Rights Reserved 2025 ADDITIONAL WORK IN KEY AREAS All Rights Reserved 2025 Wrap Up and Closing • Next steps • Follow up communication • Retreat report • Action items • Meeting Evaluation • Messaging • Pluses – things you liked and would like to repeat at future meetings • Changes – things that didn’t work so well, that you would like to change. • Closing Remarks All Rights Reserved 2025  APPENDIX 94 All Rights Reserved 2025 PHOTOS FROM THE RETREAT All Rights Reserved 2025 PHOTOS FROM THE RETREAT All Rights Reserved 2025 PHOTOS FROM THE RETREAT All Rights Reserved 2025 PHOTOS FROM THE RETREAT All Rights Reserved 2025 PHOTOS FROM THE RETREAT All Rights Reserved 2025 PHOTOS FROM THE RETREAT All Rights Reserved 2025  Thank you for the opportunity to work with you again as you plan for the future of the Town of Alta. The Council and staff have made solid progress in focus and planning in key areas. Pathway is confident that your continued work around strategy and planning will yield excellent long-term results for the Town Thank you for your commitment to the Town Julie DeLong Pathway Group of Alta. Julie@pathwaygroup.co 866-306-0699 www.pathwaygroup.co All Rights Reserved 2025