HomeMy WebLinkAboutStudy Session Agenda Packet 05-10-21 - SPECIALSPECIAL STUDY SESSION AGENDA
CITY COUNCIL
CITY OF WHEAT RIDGE, COLORADO 7500 W. 29th Ave. Wheat Ridge CO May 10, 2021
To commence at the conclusion of the Regular City Council Meeting
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May 10, 2021 )
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contact Danitza Sosa, Assistant to the Mayor and City Council, at 303-235-2977 bynoon on the day of the meeting. Arrangements will be made for those individuals toaccess City Hall during the meeting to view the meeting and provide public commentif desired. These comments will be heard and seen in real time by members ofCouncil and City staff. Individuals accessing City Hall must practice social
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Citizen Comment on Agenda Item
1. Lutheran Legacy Campus Master Plan Update
2.Strategic Priority – Streamlining Permitting and Licensing
3.Staff Report(s)
4.Elected Officials’ Report(s)
ADJOURNMENT
Item No. 1
Memorandum
TO: City Council and Mayor THROUGH: Ken Johnstone, Community Development Director Patrick Goff, City Manager FROM: Stephanie Stevens, Senior Planner Mark De La Torre, Planning Consultant DATE: April 26, 2021 (for the May 10 Study Session) SUBJECT: Lutheran Legacy Campus Master Plan Update
PURPOSE The purpose of this study session is to provide City Council with an update on the Lutheran Legacy Campus master planning process, discuss the proposed outreach strategy, and brief City
Council on preliminary findings from the Existing Conditions Scan completed thus far.
BACKGROUND City Council was provided with the background on this project at a study session on November 2, 2020; that memo is attached for reference. On January 25, 2021, City Council awarded a
contract to MIG, Inc., a professional planning firm, to lead the community through the master planning process. PROJECT STATUS Public Process
The City and SCL Health, with the help from MIG, Inc. (MIG), are committed to partnering with
the community to ensure all voices are heard in the planning process. Engagement for the Lutheran Legacy Campus Master Plan began in April 2021 and will be active through October. Opportunities for community input in this process include a range of stakeholders, events, and activities:
• Online engagement activities posted to the What’s Up Wheat Ridge project page, which will include story-telling activities and videos, an interactive site tour with various engagement “stations”, community surveys and more
• Four stakeholder steering committee meetings in April, May, August and September
• Four community-wide public meetings spread throughout May, June, July and August
• Four to six total focus group meetings in May and June
• Two study sessions with Planning Commission and City Council in May and August, and
adoption hearings in October
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In mid-March the online project page launched on What’s Up Wheat Ridge with project information and an activity inviting residents to share their stories about Lutheran. Community
members are encouraged to register and subscribe to this project page to stay informed of
progress and events throughout the next eight months. To kick off the public input portion of this process, the first community-wide public event was held on Saturday, May 1 from 9 a.m. – noon as a self-guided public tour of the SCL Lutheran
Medical Center campus. This was a socially-distanced, outdoor, open-house style event with
three engagement stations situated around the medical campus perimeter loop where the public could walk, ride, or drive to gain perspective about the various parts of campus, learn more about its history, and provide initial, high-level input. The tour will also be available through the month of May in a virtual, interactive format with handouts for those who were unable to attend
in person. Staff will report back on this event at the study session on May 10.
The stakeholder steering committee contains 12 diverse community members, ranging from longstanding residents and valued volunteers to members of the business and development community, each with a heavy stake in the project. Members were nominated by City Council
and SCL Health based on their ability to dedicate time and expertise above and beyond what is
being asked of the general public. So far, there has been one stakeholder steering committee meeting which was held on April 19; a summary board from that meeting is attached for reference. The stakeholder group will convene four times throughout the process. In addition to the numerous touchpoints with the larger community and technical specialties, this group is
charged with providing more strategic direction throughout the process that will be used to
inform the process. Focus groups will be finalized by the end of April and the first rounds of meetings will take place in mid-May. There will be two to three focus groups reserved for adjacent neighbors,
community members at large, and business owners. Each of the focus groups will convene twice
throughout the process, and the intent of these meetings is to facilitate detailed discussions with community representatives to get a deeper understanding of their knowledge, vision, and goals throughout the course of the project. These groups will meet once early in the Master Plan process to inform vision and goals, and then later in the process to test the major
recommendations of the Master Plan. Each focus group will be comprised of similar stakeholders
and receive questions geared towards their understanding of the site. Focus group interest has been solicited through the project page and by word of mouth; no application was required. Public meetings will continue to occur monthly until we report back at the next study session
with Planning Commission and City Council in August. The intent of the public meetings will
be to 1) inform the larger community of the process and input to date, 2) share consultant recommendations and suggestions based on that input and existing conditions/market/traffic data, and 3) allow stakeholders to interact directly with the project team, share concerns, and ask questions. Each meeting will be designed specifically to complement the phase of the planning
process that is occurring: vision, preliminary recommendations, and implementation.
Online community engagement will continue to be active on the What’s Up Wheat Ridge project page, with numerous activities planned throughout the process to complement the public meetings.
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Project updates and engagement opportunities are announced regularly on the City’s social
media platforms and mainstream media, in the monthly Mayor’s Matters enewsletter, on the City
website at https://www.ci.wheatridge.co.us/lutheran, and on the interactive project site on What's Up Wheat Ridge at https://whatsupwheatridge.com/lutheran where you can subscribe for updates. Each method of input is equally valued and involvement from the community is pivotal to the process.
Current Project Phase: Existing Conditions Scan Beyond public engagement, MIG is currently focusing their work on establishing the foundation for the Master Plan including the gathering of necessary background and context information. This information will be detailed in an Existing Conditions Scan. Rather than create an overly
prescriptive Master Plan with a detailed program and specific siting and architectural direction,
the MIG Team realizes that the real need is for a flexible and nimble development framework to inform re-entitlement, marketing of the property, community benefits, and a higher level development vision with clearly articulated guidance and parameters.
The Existing Conditions Scan is intended to be high-level review of the existing conditions,
based on the available information, to determine the critical, contextual assets, challenges, and opportunities for the project area. It is critical that this baseline information be accessible and clearly communicated to the public, particularly because the MIG Team will ultimately use the existing conditions scan as a foundational element in the Visioning and Preliminary
Development Framework. Additionally, the scan will include preliminary inputs from the
technical analyses, including Market Analysis, Traffic Analysis, Utility and Drainage Analysis, and the Facilities Assessment. The Existing Conditions Scan will include findings for the following key background elements:
• Existing and Projected Area Demographics
• Economic Conditions and Opportunities
• Existing Facilities and Assets
• Zoning, Land Use, and Built Form
• Transportation and Connectivity
• Utilities and Infrastructure
MIG is well underway with the Existing Conditions Scan and plans to report on some of the preliminary findings at the study session on May 10. NEXT STEPS
Building upon the Existing Conditions Scan, as well as the initial input received during the first round of engagement with focus groups, the steering committee, and the public, MIG will synthesize the common themes into a draft vision for the campus. Establishing a clearly articulated vision that is supported by the community and grounded by a viable framework is an important foundational step in the process and may require multiple touchpoints to get right. It is
through the visioning process that the project team will first engage the public in their thoughts regarding community character and design and neighborhood connections as these elements can contribute to the overall vision. The “vision” will be comprised of narrative text and will likely be supported by bullet points and precedent images. The visioning phase will last through May.
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The MIG Team will then create a Development Framework with conceptual elements to address existing structures, the major circulation network, the height, massing, and high-level character
of new development, key open spaces of open space concepts, drainage, and utilities. The
framework approach will establish long-term goals for the site while not creating a Master Plan that is overly prescriptive. Instead, the Development Framework and Preliminary Recommendations will articulate priority concepts and connections, while setting the acceptable and desirable range of alternatives for physical form, land use, absorbency potential, circulation,
linkages, and more.
The Development Framework and Preliminary Recommendations will provide guidance and certainty to aid the City with processing future entitlements, as well as identify public infrastructure investments that may be necessary to support the future of the Campus. They will
also provide SCL Health with the tools they need to market the property to a desirable partner(s)
for all involved. And finally, they will provide the community with a level of comfort and certainty regarding the future potential of the Campus and how it will (and will not) relate to the surrounding neighborhoods.
This eight-month process will culminate in a written document that supplements and amends the
City’s Comprehensive Plan. MIG will prepare a Master Plan document which will include development of an implementation and action strategy, documentation of the Master Plan in an iterative series of drafts, and a final report. A draft will be brought to City Council for preliminary review at the next study session anticipated to take place in August.
ATTACHMENTS: 1. November 2, 2020 City Council Study Session Memo 2. Stakeholder Steering Committee Presentation and Summary Board from April 19th Meeting
3. Project Schedule
ATTACHMENT 1
Memorandum
TO: City Council and Mayor THROUGH: Patrick Goff, City Manager FROM: Lauren Mikulak, Planning Manager Ken Johnstone, Community Development Director DATE: October 22, 2020 (for the November 2 Study Session) SUBJECT: Lutheran Campus Master Plan
PURPOSE The purpose of this study session is to provide Council with an update on SCL Health’s plans for the existing Lutheran Medical Center campus and to seek consensus on a master planning effort for the campus.
BACKGROUND Existing Conditions SCL Health currently owns and operates the Lutheran Medical Center (LMC) at 8300 W. 38th Avenue. The campus is 100 acres in size extending between W. 32nd Avenue and W. 38th
Avenue, and between Allison and Dudley. While there are no public rights-of-way within the
property, this area is roughly equivalent to the size of 12 city blocks. Medical uses on the property significantly pre-date the City. The site began as the Evangelical Lutheran Sanitarium in 1905 with numerous tents erected for the treatment of tuberculosis
patients. In 1961, Lutheran Hospital opened as a non-profit general medical facility. In the
1970s, the site became known as the Lutheran Medical Center, and services continued to expand with construction of new buildings, including the six-story tower in 1973. In 1998, LMC became part of Exempla Healthcare; and in 2010, Exempla joined Sisters of Charity of Leavenworth (SCL). The Lutheran campus is centrally located in Wheat Ridge and is one of the
City’s largest employer with 2,000 associates, 900 physicians, and 600 volunteers.
The site is currently zoned Planned Hospital District (PHD), and permitted uses include only hospitals, hospice care, and accessory uses customarily associated with a medical campus. The City’s comprehensive plan, Envision Wheat Ridge, designates the campus as a public land use
noting that public uses, including the hospital, will “remain as community and neighborhood
anchors.” The plan also designates the site for primary employment. These designations reflect the well-established hospital use, and the comprehensive plan does not consider other potential land uses for the site.
SCL Health Plans for the Future
In 2018, SCL Health (SCLH) purchased a 26-acre parcel to anchor the Clear Creek Crossing
development west of I-70 at 40th Avenue. Currently called the “West Campus,” the site will include a 6-story hospital and separate medical office buildings. Services will be similar to those provided currently on the Lutheran campus.
The West Campus will replace the existing, aging Lutheran Medical Center. SCLH is actively
exploring how to repurpose the “Lutheran Legacy Campus,” and they plan to largely divest themselves of the property after the West Campus is complete. There are some services which may remain at the Lutheran campus, such as the hospice care. Additionally, some of the medical office buildings are operated by third parties who may choose to remain. A significant portion of
the site is undeveloped, and there will be a significant opportunity to repurpose the site.
Proposed Master Plan The zoning on the Lutheran campus exclusively allows medical uses, and the City’s comprehensive plan shows the campus only as a public or hospital use. In order for any
development to occur or any repurposing of existing buildings, a zone change will be necessary.
In order for a zone change to be supported by staff and decision makers, it needs to be supported by the comprehensive plan. Staff is recommending the completion of a master planning process to establish a long-range
vision and guiding principles specifically for the Lutheran campus and to guide future
development decisions. A master plan document provides the neighbors and the development community with shared expectations, and provides decision-makers with a clear basis for making development approvals in the future.
The completion of a master plan or vision document has become increasingly common practice
in the metro area as communities deal with change and growth through infill development. These small area plans are seen most frequently in the prevalence of station area plans around RTD rail stations, but also for infill situations, such as Denver’s Stadium District.
Staff has discussed the importance of a master planning effort with SCLH, and the importance of
completing a plan before SCLH moves too far forward in engaging the development community. To that end, staff is proposing the following arrangement for completion of a master plan:
• City staff will serve as the project manager.
• SCLH will fund the planning effort (estimated to be $120,000-$150,000).
• Staff and SCLH will jointly select a planning consultant to lead the effort using the City’s
procurement process.
• A planning consultant will lead an 8-month process including robust public and
stakeholder engagement and plan development.
• A master plan will need to be rooted in reality; responsive to stakeholder feedback; and
supported by analysis of traffic, utilities, and the market.
• The master plan will need to be reviewed and adopted by the Planning Commission and City Council as an amendment to the comprehensive plan to provide the basis for future
development approvals.
The resulting master plan is intended to be community-backed and vision-based to further goals rooted around the following elements:
• zoning and land use
• transportation and connectivity
• utilities and infrastructure
• economic conditions
It would also identify opportunities and challenges, and set forth a clear basis for
implementation.
Next Steps SCL’s desire to market the Lutheran campus among the development community is occurring
sooner than City staff had expected. This means that a master planning effort for the property is
now a high priority. Staff is seeking Council consensus to move forward with a master plan. If such direction is given, the procurement effort will begin promptly, and a kick off for the process could occur as early as the first quarter of 2021.
Based on staff resources, this would mean the 44th Avenue subarea plan would be not begin until
the third or fourth quarters of 2021 at the earliest. That project was not included in the 2021 budget and would also be dependent on 2021 revenues.
Lutheran Legacy Campus Master Plan
STAKEHOLDER STEERING COMMITTEE | 04/16/2021
In association with:
EPS | Fehr and Peers | The Abo Group ATTACHMENT 2
The rest of the team!
Lutheran Legacy Campus Master Plan
ANDREW CARLY RON
MATTNATHANIELKYRA
CHARLIE
CHADELLY
TIM KATHY
Meeting Agenda
12:55 –1:20 Project Orientation Presentation
•Approach
•Process
•Outreach
1:20 –1:35 Outreach and Engagement Discussion
1:35 –1:55 Campus Role Discussion
1:55 –2:00 Summary and Next Steps
•Immediate Action Items
Lutheran Legacy Campus Master Plan
orientation
Structure Plan
Lutheran Legacy Campus Master Plan
Neighborhood Revitalization Strategy
1.Key Findings as a baseline:
•Community Contentment
•A Strengthening Market
•Primary Corridors
•Neighborhoods
2.Building off themes
•Investment in 38th Avenue
•Include allowance for neighborhood serving amenities
•Solutions uniquely tailored to individual neighborhoods
Lutheran Legacy Campus Master Plan
Approach for this Project
1.Comprehensivefoundation from which to make
decisions
2.The right level of detail commensurate with the needs
of the projects
3.Creating parameters and sideboards to establish a
realistic vision
•Without saying these building are going to be this size, this
material, and this footprint
4.Planning with and for the community
•Employing the appropriate level of detail in analysis and
visualization to ensure that trade-offs are understood
Lutheran Legacy Campus Master Plan
Visioning and Development Framework
1.Setting expectations for developers and the community:
•Establish trust and transparency
•Clearly communicate potential implications and trade-offs without
overpromising on specific details
•Prioritize articulation and decision making around key parameters and
framing elements
2.Threading the needle:
•The process will need to balance value (of the land) and values (of the City
and Community)
Lutheran Legacy Campus Master Plan
Plan Elements: Land Use Planning and the Built Form
1.Baseline understanding for Land Use, Current Zoning and general
character of the built form
2.Frame within the adopted Structure Plan and recent community
dialogue
3.Visioning for future land use and development grounded in
technical analyses
4.Development framework and preliminary recommendations for
conceptual elements and supporting systems
Lutheran Legacy Campus Master Plan
Plan Elements: Market Analysis
Lutheran Legacy Campus Master Plan
•Conditions and Trends Summary
•Developer/stakeholder outreach
•Site Capacity and Competitive Positioning
Analysis
•Development Demand Estimates
Plan Elements: Traffic Analysis
1.Understand impact of future background
growth + build out
2.Consider multimodal opportunities, land
use, and density
3. Provide mitigating strategies
(infrastructure and programs) to manage
transportation demand
Lutheran Legacy Campus Master Plan
Plan Elements: Facility Assessment
1.Establish a strong understanding of facility capabilities
2.Catalog and qualify inputs to provide guidance on structural, or
architectural assets
3.Additional Considerations:
•Re-Use vs. Adaptative Re-Use Potential
•Current code and health standard conditions vs. cost efficiency
•Value proposition around the facility assets vs. placemaking
Lutheran Legacy Campus Master Plan
process
Schedule
Lutheran Legacy Campus Master Plan
outreach
Public Engagement Approach
1.Diverse strategies and traditional methods
2.Key inputs from:
•Focus groups and stakeholders
•Public meetings and survey
•Steering committee
3.Allowing for flexibility and in-person opportunities
•Interactive online facilitation
•Self-guiding walking tour
4.Leveraging City assets
•Let’s Talk Resident Engagement Program
•New Community Engagement Specialist
Lutheran Legacy Campus Master Plan
Considering COVID
1.Nine months of practice and refinement
1.Years of addressing the digital divide before that
2.Deploying in-person strategies in an online format
3.Shifting facilitation and recording methods based on the needs of
the conversation
4.Ever expanding tool sets
1.Virtual: meeting rooms, tours, etc.
Lutheran Legacy Campus Master Plan
Building in Flexibility
Lutheran Legacy Campus Master Plan
PUBLIC ENGAGEMENT
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FOCUS
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WORKSHOP
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MEETING
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ONLINE
PUBLIC
MEETINGS
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WHATSUP
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EVENT
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AUGMENTED
REALITY
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CHARRETTE +
Self-Guided Campus Tour (May 1st, 9:00AM –12:00PM)
Lutheran Legacy Campus Master Plan
•0.85 miles
•Three main stations with
activities and topic-specific
information
•Informational signage
throughout
•Drone and videographer
documentation
Outreach and Engagement Discussion
Lutheran Legacy Campus Master Plan
Schedule
Lutheran Legacy Campus Master Plan ATTACHMENT 3
Item No. 2
Memorandum
TO: Mayor and City Council THROUGH: Patrick Goff, City Manager FROM: Allison Scheck, Administrative Services Director DATE: April 30, 2021 (for May 10 special study session)
SUBJECT: Strategic Priority – Streamlining Permitting and Licensing
ISSUE: At the strategic planning retreat on February 20, 2021, City Council identified customer service, education and process improvement of the City’s licensing and permitting processes as a priority for the next two years. Staff is requesting feedback on a proposed workplan to realize this priority.
UNDERSTANDING THE PRIORITY: Prior to the retreat, councilmembers took a survey to identify priorities for discussion. Between the survey and the discussion, staff recorded the following notes associated with this priority:
• Streamline the process for permits, inspections and business licensing
• Building and economic development areas
• Permit concierge
• Small businesses do not understand the process
• Need tax education
• Wrap around services for businesses
Based on these notes, staff’s understanding of the priority is to improve the permitting and
licensing processes for businesses, with an emphasis on small businesses. This includes providing helpful educational materials to make processes clear and transparent (no surprises) with good handoffs internally.
WORK CURRENTLY UNDERWAY:
A summary of current programs, practices and initiatives follows. 1. The 2019 Neighborhood Revitalization Strategy (NRS) identified “Facilitating Investment through Customer Service” as one of several priorities. The focus of this recommendation is
related to identifying tools and resources that can assist both businesses and homeowners in
making investments in existing (oftentimes older) buildings. Staff is in the early stages of implementing this program which will give businesses, property owners and homeowners a clear path forward for the reuse, modification and expansion of existing buildings.
2. The City has long offered courtesy inspections for businesses looking to relocate to Wheat
Ridge along with preapplication meetings where a business owner spends time with
planning, engineering and building staff to learn about the regulations, permits and timelines that apply to their specific project. Staff also assists in identifying critical path issues when a
major change in use to an existing building is being proposed.
3. Educational materials including a business resource guide is posted on the City’s website and shared as a resource by the City’s economic development manager.
PLANNED UPCOMING ACTIVITIES:
Below is a summary of planned and budgeted upcoming activities to support this priority. 1. Onboard New Licensing Technician Following Council’s approval, the City’s finance team is working to onboard a new licensing
technician. This position will implement the new licensing programs including massage,
short-term rentals, tobacco retailing and future programs including hotel licensing. This position is customer service focused and will support the general business licensing program. Timeline: Anticipated start date: June 1, 2021.
2. Update Municipal Code Chapter 22 (Tax) and Join State Sales and Use Tax System
Simplifying Colorado’s complex sales and use tax laws has long been a priority for the Colorado legislature and the Department of Revenue. A committee comprised of legislators, Colorado Municipal League staff and local government finance professionals developed a framework and program to provide an optional one stop shop for businesses to remit state
and local government taxes. Seventy percent of Colorado’s home rule municipalities have
now joined the state’s Sales and Use Tax System (SUTS) and staff recommends the City do the same. This activity requires updating Chapter 22 of the City’s Municipal Code to align with the State’s model code and joining the SUTS program. Timeline: Staff will present more information and a draft ordinance at a Study Session in the
third quarter.
3. Conduct an Analysis of the City’s Enterprise Resource Planning Program An Enterprise Resource Planning (ERP) system is an integrated suite of business applications including financial software, sales and use tax remittance system, procurement program and
personnel management programs that are used to power an organization. In Wheat Ridge, the
building permitting and court management programs are also part of the ERP. The City currently uses the American Data Group (ADG) solution which is a legacy system that has served the City well for a number of years. ADG’s clients are typically very small organizations and the product is not considered a mainstream offering in the ERP field.
While functional, the system is not considered user friendly by customers nor staff and it is
likely that Wheat Ridge has outgrown this solution. An analysis was planned and budgeted in 2020 but was put on hold due to the pandemic. The analysis is designed to first look at internal workflows to create process efficiencies for both
customers and staff. Next, the analysis will consider the type of ERP system the City needs to
best support customers given the size of the organization and types of programs offered. Finally, the consultant will assist the City in procuring the best system for its needs and implement the new ERP program.
Staff recommends resuming the solicitation process to secure a consultant in the fall of 2021 so that the analysis can proceed in 2022. Funding is not currently appropriated for the
analysis which is expected to cost $75,000 - $100,000.
Timeline: Resume RFP process – fourth quarter, 2021. Conduct analysis 2022. Begin new
ERP implementation in 2023. IDEAS FOR NEW ACTIVITIES:
To further support this priority, staff presents the following ideas to Council for consideration.
1. Comprehensive Educational Campaign for Small Businesses Create a series of educational materials to help small businesses navigate the City’s licensing and permitting processes including:
• Introductory video (similar to the “Demystifying Government” series presented with the Community Education and Engagement priority)
• “How to Open a Business in Wheat Ridge” guide that includes clear instructions and flow charts detailing the process. This will include information about how to enter the
process at various stages as in practice, businesses are often at different points in the process when they first reach out to the City
• Quarterly meetings for businesses to learn about the City’s licensing, permitting and tax collecting and reporting requirements
• Toolkit for local business associations to use to promote the City’s processes to businesses Proposed Timeline: Launch in 2022 Resources Needed: To be determined. May require contractor support to develop materials.
2. Targeted Outreach to Property Owners Develop an outreach strategy specifically for property owners in an effort to educate them about requirements for reusing and renovating existing buildings, new buildings and the licensing requirements for tenants interested in their properties.
Proposed Timeline: 2022
Resources Needed: Small budget for mailing list purchases RECOMMENDATIONS: Staff requests direction from Council to move forward with activities to support this priority.
ATTACHMENTS: None.