 committee the whole meeting for May 16th our first one of the year. We'll do a quick roll call. Sure go ahead. I'll have to click through that. Alderperson Ackley. Alderperson Decker. Here. Alderperson Feldy. Alderperson Felicky Panesky. Alderperson Heidemann. Alderperson Mitchell. Alderperson Pirella. Alderperson Rust. Alderperson Salazar. Alderperson Rami. There are 10 present. Thank you. We'll start out with the Pledge of Allegiance. I pledge allegiance to the flag of the United States of America and to the Republic for which it stands, one nation under God, indivisible, with liberty and justice for all. All righty. We'll start out with approval of minutes from our October 18th, 2021 meeting. Do we have a motion? Sure. Looking for a motion. Motion's been made and seconded. Any discussion on those minutes? All in favor? Aye. Any opposed? Chair votes aye. Those are approved. Okay. We're gonna start right out with the... Excuse me, do we have any public form? No. Okay. We're gonna start right out with the presentation. Chad's gonna start start things out here. So go ahead, Chad. Thank you, Chair. So we're here this evening to hear a presentation from Baker Tilly, who has been retained by the city of Sheboygan to work on the strategic plan updates. So a number of you on the council that were with us last year in the last council session were part of some interviews through the different processes. There's been some focus groups, a community survey. So we felt as staff it was a good time to bring the council up to speed on where the strategic plan processes before we dive into working as staff on action steps and priorities for the future. So Baker Tilly, there's two gentlemen, Chris and David, who are doing this remote versus traveling here. They will be here in person for the final presentation in the coming. Months, but they'll be doing this presentation remote and giving the council and the committee of the whole an update as to where they are with the process. So I think with that, I'll turn it over to David or Chris. I'll be starting, Chad. Thank you. This is David. Good evening. Members of the Board of Aldermen, my name is David Eisenlauer. I'm a managing director with Baker Tilly and the overall director of the strategic planning project and been very actively involved in what you're about to see and learn about tonight. I'll let my colleague, Chris, introduce himself as well. Thanks, David. And hi, everyone. Good evening. It's good to see you again. And yeah, thank you for your time. Looking forward to giving you this update tonight. So if we can go to the next slide, Chris, we've planned an overview of the process that we've been through where we are in that process and kind of a high level summary of some of the things that we've learned over the course of this project. So on the left side of the slide, you'll see what tasks, major tasks within our work plan have been completed. We've done the internal stakeholder engagement. That's the interviews with many of you, with staff members and so forth. We've done an outreach process with several community groups, and you're going to learn more about all of these, the results of all of these in a moment. We did what we've called a resident input questionnaire online to gather information and input into the strategic plan from kind of all commerce, anyone who wanted to participate. We then did a visioning workshop session with the mayor and the administrator and the other senior members of the team, the department directors, and have got some preliminary goals, objectives that emerged from that were visioning session that we're going to share with you. As Chad mentioned or certainly alluded to, this is indeed a work in progress. So from the high-level framework you're going to see this evening, we are now working together with the staff to build out the structure of the plan and the details of the plan in terms of goals, objectives, initiatives, and priorities. And we will be then preparing a preliminary draft once that work is completed to share with you. And then based on that review and comment on that draft, we'll then, of course, create the final document and deliver that to you. The next slide is really where Chris is going to take over. He was an active participant in the outreach and engagement piece, and he'll walk you through what we learned from those various groups and individuals that we interacted with during that phase of the engagement. So go ahead, Chris. Yeah, thank you, David. And if you remember back in December, we met with, we spent about a week at City Hall and met with quite a few people. So here's just kind of a full list of all of those that we met during the discovery phase interviews and all the elected officials and the department heads with the staff and had some focus groups as well with some kind of supervisory roles as well. And we enjoyed the conversations. We learned a lot about the city, kind of the challenges, the strengths. And kind of as a result, we really observed some, some common themes. And we had some reoccurring topics come up during those conversations. And here's just a quick summary. It's about six items. You know, municipal infrastructure came up quite a bit, mostly related to the need for road improvements, concerns around a cost to make to the cost for infrastructure improvements. And some other various topic areas, but those were kind of the big ones. Another one probably that came up just about as much was the, oh, can everyone see my screen? Okay. Yep. Oh, great. Okay. Was community, excuse me, communication and engagement? And again, mostly related to the need for improvements to the website, but also kind of making sure that there's a plan in place to make sure everyone's on the same page in terms of whatever kind of communication is coming out of the city. Another big one, which I believe we're talking about a little bit earlier this evening was housing choice. We heard a lot about the efforts that the city's been making and very positive strong efforts. And we also talked about the concerns. Still about the availability of affordable housing, housing for employees, senior housing, and some challenges related to community opposition to increased housing density. Economic development and tourism came up a lot. This is a very positive thing. A lot of people know that about Sheboygan. And it was the conversation related mostly about how to capitalize on opportunities that Sheboygan greatly positioned in and ways to work better as a group with all of the various economic development and tourism groups in the region. Operational excellence is one kind of term that we've coined, but it covered a lot of topics. And it's really related to internal operations, whether it be internal organizational culture, where the city can make improvements in that area, technology improvements to make things more efficient. So a lot of kind of internal things that the city, a lot of stuff is going well, and a lot of areas were opportunity for improvement. And then the other the last major theme was quality of life. And this kind of happened, this conversation came up, mainly when like economic development or tourism conversation was happening. And it's a very positive piece of the city that there's a lot of great parks, a lot of recreational offerings, the library is great arts and culture available in the city. But it's just a lot of how to make it better how to continue to improve. So after we had met with everybody internally, we then developed the plan to set up community focus groups. And here's kind of a quick summary of all of those sessions. Over about a month and a half span or so, we hosted nine virtual group sessions to listen and learn to those in the community. And here's a list of those that we met with from small business owners, large business owners, neighborhood groups, social service organizations, tourism groups, those involved in the effort, the housing efforts, families, representatives from the school, community arts and culture groups and elevating diverse voices. And similar to the internal stakeholder piece, we heard a lot of great things and a lot of reoccurring topics came up. And here's kind of a again, just a very quick summary of those topic areas. And as you'll see shopping restaurants in the downtown region, you know, where you can increase some available different stores that are available, increase the types of restaurants that are available and how can you make the downtown not better community. And this was looking at my notes here. Community was related to the location, the strength, how that is a strength to Sheboygan and again, how to kind of capitalize on the position that Sheboygan is in. You know, it was noted that the city is making efforts to, excuse me, that's a different section. Oh, pardon me. So yes, that's kind of where the most of the conversation was related to communication, collaboration and clarification of roles and responsibilities. Similar to how it was mentioned during the internal stakeholder piece of how to best get on the same page, make sure all types of communication, everything that is being communicated, everyone's on the same page. This was related to, you know, what organization within the community is responsible for a certain, a certain area and working together and making sure that everyone knows what roles and responsibilities they have and it's clear. Business and workforce. Again, I kind of mentioned it earlier. The pardon me, lost track of my notes here. This was related to just the challenges that businesses are having to attract workers and sometimes it was related to housing, which was also noted. The talent and time to ability to attract talent. Community amenities was another big one. I mentioned it earlier, the very same themes, how supporting is greatly positioned with the great parks with the lakefront. And lastly, again, I mentioned housing and that one came up quite a bit. And then in addition to that, at the same time, as we were having these community focus groups, we sent out a resident input questionnaire. And we had some great response rate, just over 1800 responses, which is very good. We were happy to see that about of those that responded about 38% had been living in Sheboygan from zero years to 10 years, and about 61% of the respondents had been living in Sheboygan between 11 and 25 years. We were most excited of the wide range of age groups that responded to the questionnaires as you can see here. It's pretty consistent in across the board from those in their teens, mid 20s, people in their 30s and then an older. It was consistent across the board. And on the right there, you see is kind of a fun way to display the word cloud, a fun way to display the words that people use to describe the opportunities that Sheboygan, in their opinion, Sheboygan has available. And just a few to mention, we're kind of again, the downtown business is how to improve that, capitalizing on just the position, the geographical location that Sheboygan is in and the lakefront available, the need for new or affordable housing, diversity, and sense of community. So that's a very quick summary. But it was a long process and we learned quite a bit. And I'll turn it back over to David and all that we learned there is what kind of helped us drive the conversation during the visioning workshop. David, I think you might be on mute. Thank you, sir. I was go ahead and advance the slide if you would, Chris. So we gathered at the the marina with the mayor, the administrator and the senior members of the of the city staff, the director level folks to think a lot about the future vision and direction of the city and what that meant in terms of setting a set of ultimately goals, objectives and initiatives to move the city in that direction. And the first thing that we did was a little visioning activity, which involved a set of about 250 photographic images that we asked the participants to browse to look at and to to pick one that that said something to them about what their personal view and vision for the city of Sheboygan is. And you can see what some of those images look like. And then they described why they pick those images. And you've got a sampling of some of the words that they use. And I want to read them all, but they were about recreation and industry both a balance of those unity teamwork adventure, all sorts of really wonderful ideas and thoughts about about the community and how special it is. Go ahead, Chris. So we then did a word cloud exercise using some online polling. So this word cloud was built by the group in real time. And the larger the word, the more it was mentioned and more times it was mentioned by the by the participants. And therefore are some of the stronger themes that came out of that visioning process. And that you can see it in this diversity and safety and fun and comfortable and growing is descriptors that the team came up with each individually. But again, where you see those larger print words, those those were really consistent that meant more than one. And sometimes many more than one individual cited those as a part of their own personal vision for the community. Next slide. We did kind of a classic exercise of strategic planning called a SWAT analysis, strengths, weaknesses, opportunities and threats. And again, this is a little bit of an eye chart here. And so I don't want to read it to you. But this is really a while we did the visioning to sort of focus on where we want to take the community. This was really a close look at the organization itself. And what what we needed? What did we do well? What do we currently do well? Where do we need to get better? What things in the external environment worry us that that that could threaten us? And we need to think about how we adapt and mitigate those threats. And then if all of those things are true, what are at least some of the of the opportunities that await us. And so those you see in the upper of a right quadrant in the little starburst things and these I'll read back to you if I can read see them. So internal operational in improvement, we can be a better organization. We can do a better job in in our investments in our capital that relates to the infrastructure issue. We need to do a better job and have real opportunities to build strong partnerships with the community. Some of those organizational relationships that Chris alluded to in the community feedback, but generally a theme of we've got an opportunity to do a better job in the partnership area. There was a recognition that you the board of Alderman represented an opportunity in terms of the kind of shift that's gone on that's happened with the makeup of the board with a young and newer council member bringing fresh ideas and how do we as a as an organization together take advantage of that. There's an opportunity to attract new business. There's opportunities in downtown. There's opportunities to do a much better job of telling our own story running rather than letting others tell it for us. We have an opportunity to build our workforce to train and development that workforce and we can continue to grow in a strategic way so that was that was a really important part of what we talked about as thinking about what we're good at what we're not so good at what scares us is that is that then what do we see as as some of the of the real important opportunities for us to grab. Next slide. So we did and you're going to see some photographs in a minute of what this exercise looked like. But it was a some of you have probably been through these in your in your work or school but a sticky note exercise and we we use the big graphical template and ask all of the members working there together to reflect on the vision and reflect on the SWAT analysis and then using little sticky notes right down sort of very specific needs. That's the black text on on here that they felt like looking out into the future the city needed to take and there you can see there are all different kinds of viewpoints and perspectives and level of detail. But that was the idea we were really focusing on what quantity of ideas not necessarily caught quality in other words we advise everyone to say look we've got we've got to enter this process and behave with an open mind and so no one criticized the these ideas. They they all got a chance to talk about them and tell people why they thought they were important and then I had them literally re shuffle all of the sticky notes in the in the clusters that represented some common themes or or or potentially goals and that's what you see in the color text. So one was to practice intentional communication and engagement and you're going to see I hope the linkage between what we heard from the internal and the external focus group. We got to get better and being really intentional about how we engage the community and how we communicate and tell our story. We got to build community alliances. That's the partnership idea. That's an important strategic goal for us. We've got to do a better job of of on the community leadership process the governance process in in interestingly on thinking about how you use your authority to appoint people to committees boards of commissions and outreach recruitment of folks to get involved in in in the city and and also to do a better job. The staff is telling itself we need to do a better job of helping the council understand what it is we do the details of the of the operations of the city. You can see advanced human capital was all about the city's workforce. You know how can we make sure that we can evaluate people well that we can employees to buy into our mission and vision that we can our leaders are held accountable and so forth. A fourth one was continuous improvement. That's what we called earlier on Chris alluded to his operational excellence. How do we operate more efficiently as a city. Infrastructure investments. A big theme we heard in the in the outreach is an important goal and then inclusive and supportive culture. So that's about the organizational culture and in terms of making sure that we're engaging and and being inclusive with our with our employees. Building a robust the I plan working to eliminate any negativity in our culture over time. So those were the big ideas that came out of this next next slide. Chris. So we started looking at that list and this was getting fairly close to the end of the day and you say you know what most not all but most of what we talked about during our full day together. What we could really look at as as being as much about the organizational needs and less about the community priorities. And so we we we started to talk about that and concluded that the strategic plan as we develop it really needs to to to be written in such a way that we acknowledge the the importance of both of those and say and so we we invented some new terms and these are still that's still work in progress. But we said that what what the sticky note exercise told us was that our priorities as an organization around stewardship of our resources around nurturing and growing and strengthening our human capital. It's about in building the kind of culture that we want to have an inclusive diverse culture within the organization and this continuous improvement idea that always getting better and always getting will be more efficient on the community side. They said here the kinds of things that we believe that we were hearing from that outreach and we also went back and took a look at the 2018 version of the of the strategic plan to see what kind of persistent ideas that are relevant then might still be persistent today. And again we came up with 4 broad categories. The community wants us to elevate the quality of life and should work in and that has to do with revitalize neighborhoods that's where housing fits. We need to to leverage and improve and expand our parks and open space an important part of our community identity and potentially also an economic development. As yet we talked about the development of 3rd spaces this had to do with new kinds of venues dining entertainment those kinds of things and then strengthening our parks and leisure services recreation kinds of things all of those being sort of a sub subset of what is quality of life. You said we want to we the community expects us to have a robust infrastructure both in in terms of the of traditional infrastructure like streets and utilities but also facilities. We want to think about our growth to make sure that we're growing in a sustainable strategic way and then again the community expects us to to to build a build a build a sense of belonging among among the people and the businesses of the community and building and strengthening alliances. So this this is what we end of the day with as as these really kind of 8 priorities half of which are focused on the organization and half of which on the community. So next Chris. So well, let me let me back up for a second. So what next after after those goals and objectives and we alluded to this earlier early on when we now have to build out sort of the under structure of that what specific things in the way of supporting objectives and action items need to be taken in order to drive that that vision and to accomplish those big picture goals. The next few slides that would just page through kind of quickly or just to give you sort of a sense of a feel of what this workshop look like we did it. I think as I mentioned it to the at the Marina. There's a part of there's Chris leading the the SWAT analysis and our other colleague who is with us. This is where we were we're really talking and there was some kind of the spirit of dialogue about about what we're good at and maybe not what we're good at and and having people sort of clarify that you can see here that we had lots of different ideas about that and we ultimately sort of shifted shifted these things around to make sure that we had them right that the strengths were right and the weaknesses were right and so forth and Chris apparently enjoyed doing it. I've got a really good feeling at the end of the day is all happy. So that's an overview of where we are and Chris will kind of wrap us up here. Go ahead Chris. Oh no, I don't have anything else to add that was we've enjoyed working with you guys up to this point and continue to look forward to kind of defining everything and fine tuning this. We're happy to answer questions any any feedback or questions we want you as the policymakers to really have a sense of where we're going directionally and to make sure that we that we're not missing things that that you consider really important before we spend additional time sort of building out that framework. If if the framework in in in pretty close to right. So we're looking for your feedback at this point. All righty. Well, we'll start taking questions. I see Barb's got on the queue right away. So I'll put her right up there. Thank you so much. This was very interesting and of course it piqued my interest on having a hard copy of this. Are we going to get one of those so that we can look it over and you know maybe do some strategic planning for it? Is that directed to us or to the to the staff on the distribution? Chet's got his handle. So we're going to let him let him answer that. Thank you. So we can forward this presentation digitally. And if you need a copy printed, I'd be happy to print a copy of it after this presentation, whatever, whatever would help with you guys analyzing kind of what's here so far. OK, I'm OK with the digital than it's on my computer. I could look at it whenever I want. OK, next up is Bertha. Thank you. I was intrigued with the fact that staff had the ability that they were interviewed and then they had the ability to cohease as a group and move priorities and think about priorities. The alders had the ability to do one on one. Will the alders likewise get an opportunity to cohease as a group with sticky notes, et cetera? Because I think our perspective is different than staff perspective. I expect that we'll end up with the same with the same big chunks. So I don't think we need to reinvent chunks. But will we have that opportunity? Is that is that in the future? So what I would say to that is it's very difficult to do that. It's going to have to be strategic because it needs to be a public meeting because we have a quorum of the council present. And I think that's why we went the route of trying to work with the department heads first to try to hone in on this a little bit. I guess if there's a way of being able to do this in a public setting with a agenda posted and meeting open meeting laws, I mean, it's something we could look at. But I know that we've struggled in the past with the quorum issues. And I don't know if Chuck Adams has any further thoughts on that, not to put them on the spot. But that's kind of the challenge, I think, is the open meeting requirements. Chuck, you want to answer that? Well, it would have to be in a public meeting. But that's, I mean, anytime you meet, it's in a public meeting. So I don't necessarily see that as a big barrier. You would post the meeting and you would do things in public. That doesn't mean that you have to give the public the opportunity to speak just in the same way as you do a public forum. You can limit it. And you would just do the same thing. It's just that you might have an audience as you should. Thank you. Chris? Yes, would that be possible to bring up the presentation again? Sure. Chris, can you share that again? You have a particular slide you want us to go to? Fortunately, I didn't know down which slide that was. Okay. Topic, do you remember? Yes, so the question I have, and maybe then you will be fine, we will be able to identify the subject, is some of the statements that you took note of are slightly obscure to me, at least three or four of them. And I wonder if you gave us the extreme synthesis of what you heard and, but you have more content to those statements or those statements are just the way you receive them and you would not be able to expand on those. For example, I believe there was one slide where there were two or three statements where I just cannot relate, I don't know what they mean. And one of them refers to the negative cultures. So would you be able to add some more understanding of that statement that you got during the interview or work or is just the statement itself? Let me take a swing at that and then maybe either Chad or Todd might want to weigh in on that what you are seeing in all of those slides from the community engagement process is our attempt to distill into very few words, which was an extensive amount of input and data and there is additional detail that would flesh those concepts out. And so that was just our attempt to figure out a way to summarize the results thematically and not to put in this slide presentation all of the detail that we have, but there is significant detail behind all of that. So you would be able to expand on some of these for us to understand it better. Yes, we certainly could do that. We spent a good bit of time and I should have mentioned this when we met with the staff at the marina in going over some of that more granular detail that we had and trying to get real real clarity and they asked really, really good questions about that data. So again, it does exist. When would that be a good time to have that understanding? Okay, go ahead one. So for the purpose of this discussion, David and Chris, can you go to the slide that's got the multicolored headings and then the black underneath it with multiple things on it? That's the one where it references, I think the concerns of Alder, Perola. Yes, the bottom on this slide is where it says work to eliminate negative cultures. Is this the slide you're referring to? Yes. So I think what the, and David is answering it, so I think it's a commulation of everything that they've seen to date and heard and put into these and then these working strategic goals and objectives, correct me if I'm wrong, David, but this is really taking that information that you presented in all the engagement and working with the staff and coming up with some buckets to try to put this stuff in. Is that correct? Yes, and thank you, Chad, for recognizing that this was the particular slide that the Alder person was looking at. So the extensive amount of detail that I was talking about a minute ago was related to what we learned in that engagement process, both the internal interviews and in the focus groups and in the online questionnaire. This material that you're looking at right now came from that sticky note exercise. And so this, I do recall some of this, just how it sort of unfolded in the workshop. There were several members of the management team that in talking about what kinds of things do we need to be better at is strengthening our culture and recognizing that there might well be pockets within the city organization that could use some strengthening and some positive movement in the culture. So the detail behind that is not as voluminous as the community engagement. It's on a series of literally post-it notes that we use to summarize and characterize what those notes meant. Again, I hope that answers your question, because I answered a different question now than you asked. Go ahead, Grazia. So you did, actually, thank you. And so that slide, then, if I understand it correctly, is a combination of the internal sticky notes exercise and everything else, right? So would you remember? Yes. I'm sorry. I stepped on you. Please finish your thought. I'm sorry. Would you also, I'm just curious, know that always be true, truthful, I believe, to ourselves? I don't have the slide right now. Where does that come from? Always stay true to ourselves. It's another one which is kind of vague. And so I am trying to understand the content, the substance of it. Always stay true to ourselves. Right there. Up there at the top. I'll have to be honest with you all, the person. I don't have a particular recollection of exactly where that one came from and what it represents other than it related to culture. And I think it had to do with being public servants and being proud of being public servants and making sure that we do the things that we know to be right. At least that's how I would interpret it. And if any on the staff want to correct me on that, that'd be fine. But that's certainly how I read it. Chief Tomagowski has something to add to it. Sure. I recall the discussion being, we were talking about many different things, but some of them, what were other cities doing? What direction should we move in? And one of the thoughts that was brought up is that we have to remain true to what Cheboygan is to, and not necessarily try to change the strengths of what our community already offers. Thank you. Thank you both. Okay. Alrighty. I guess Bertha's got comments here. Thank you. That the slide that was just up was fairly meaty, and I could relate to that. But then we got to the end, and we had a slide that had organizational priorities and community priorities. And I didn't see very much of a bridge between the slide that we just saw and the organizational priorities, stewardship, human capital, inclusive culture, continuous improvement. You can open any business book and you can see those four things in it. So how did you, how did you arrive at that? Okay. So part of that, and this is still a work in progress. And so the wordsmithing isn't necessarily complete. But it was as I attempted to convey a recognition that there was something incomplete in everyone's mind on that multicolored slide. That it did not describe in a comprehensive enough way where all of our priorities are. And that just as a part of the process or any number of reasons, who knows, we've stepped back from that group of sticky notes and asked the question, is this complete? And the answer was no, it wasn't complete. The answer is, is that we talked more about the organization and our priorities as, you know, leaders within the organization, which you would expect and less about, not with, not completely absent, but less about what we need to do as an organization to address the priorities of the community. So that's when we just made the recommendation to the group that what we ought to do is in effect bifurcate those ideas and say our strategic plan will address both the needs of the organization, the strategic needs of the organization and the strategic needs of the community. And that those words that are there, we just sort of brainstorm them on the spot, just to capture the idea of we've got to address both and not just one. So there's some crossover. If you look at the multicolored slide, you'll see, for example, infrastructure is on there. I think that's one that sort of found its way to the community side rather than the organizational side. So it's not completely true that everything on that multicolored slide was only internally focused, but it was more heavily weighted. I'm sorry I talked so long, but that was the way it unfolded. Follow up on that. Thank you. And the thing that I see that dropped off was communications and engagement. That doesn't show up anywhere in organizational priorities or community priorities, but it was one of the seven or eight on those colored places. So I guess my question is, have you lost something by trying to condense it so much? That's a possibility, all the person, and we'll certainly go back and make a note of that and go back. I can tell you with real confidence because of exactly what you're noticing is that improvement of communication and engagement will be prominent within the plan. Sort of the art of doing these plans, it's more art than science, maybe it's a craft, is making sure that you find the right level for each idea. So some ideas rise to the level of a strategic goal, which is going to be something that's very durable and persistent, and at the opposite end, there are other things that are really tasked that you might finish in the course of a year or two. So we've got all of those ideas within, I'll use your great word for various buckets, and it'll all be there in the plan. But we'll take, and don't let me put words in your mouth, we'll take from your comment that you would like to see that communication and engagement rise to the level of one of those eight or nine. Like you said, there's no magic number there. Top-level goals, is that a fair recap? Well, sure, but that's, my observation was a little broader than that. I just want to have captured all the richness of all of the input, and it just felt like after all the sticky notes and everything, and you came up with organizational and community priorities that it got sanitized, and I don't want it to get sanitized. And I do understand that you need to focus so that you can actually build a strategic plan. I don't have any problem with that. So I guess maybe go back and craft some words and make them richer than a business book index. Okay. Thank you. That's exactly the kind of feedback we're looking for and we appreciate it. Okay. Anyone else have, I guess that's it. Any other comments from anyone? Okay. Then Chad, do you want to have a little bit of follow-up with this at all, Chad? Or is it pretty much? I guess, and I'm going to throw Todd in the mirror. Is it the wish of this group to spend multiple hours trying to go through an exercise similar to what the department heads went through? And I'm not sure if it's in the evening or it's a Saturday or a Sunday to try to engage in or do you want to get, you want us to, I'll tomorrow morning send you this slide deck and if there's anything else that comes to mind, you share that with staff and we share it with the consultant. So I guess the question is, you know, what is the feel of the committee of the whole from, you know, this point forward? What we had in the plan was that, you know, we would take any input that anybody has and let you have some time to digest it and give some additional input if needed, have another committee of the whole meeting if that's what it takes or, you know, or just share that with staff and then we'll, you know, take it to the next step and try to get a little bit more detail on the strategic goals and some of the priorities and next steps related to laying that out and then come back and have dialogue related to that. I guess where we're at is we didn't want to spend a ton of time putting a lot of detail into all of this stuff. If the council wasn't on board with this high level stuff. So that's why we thought it was a good point to come at this time and share what's been received to date. So I guess we need some direction from this body as to where you would like us to go from here. Okay. More than we'll send it right to Todd then and let's see his comments. Thank you, Chair. This was to bring the information together. This is the second, you know, official strategic plan. So it's very difficult. There's a lot of a lot of data. I guess my suggestion to the council would be that we, we do a committee of the whole and we can kind of get the elders to kind of participate kind of like the department heads did and maybe take that information and review it as a group to get that, that inter, that, that involvement. It's a lot of data. It's a lot of work, but we, we need input from the council on what steps you'd like us to take next. Mayor. Thank you, Chairman. And obviously, you know, only a few, few folks have spoke, but I think it's just, you know, it might be helpful to go down the line really quick, just to get a good sense of what everyone is thinking. I mean, this is the strategic plan for the next few years, not only for the city as an organization, but the city as a leader and the 50,000 individuals that we represent. So when we get a kick at the can, we got to make sure that we're kicking the can and doing it right for all the different components, communications, operations, how we're spending our money, how we're fixing the roads, how we're making our community safe parks. You know, this, these are, this is the big, you know, big picture. So we got to do it right. So, you know, we don't, you know, I know I brought this up during the process. You know, at what point do we bring in the council? Because I get the general sense that as elected officials, you want to, you know, have a kick at the can and to say three or two cents in in the process. Because, you know, at the end of the day, you're the folks that, you know, I do too, but you're the folks that get the constituent calls, you know, about, oh, what are you doing? Well, you're spending this money. What's this project for? You know, and how do all these puzzle pieces fit together? You know, it doesn't necessarily have to be, you know, a full day strategic planning session. Unless you want that, I know I'm busy, but, but it could be a condensed version, you know, two hours. Committee, the whole is the platform to do this stuff. You know, it's, I always say it's the casual common council, you know, so we can have more open conversations until you give the mayor the mic. And then you just, blah, blah, blah, blah. So I'll stop. But that's just my two cents. We want your input. We want your advice. If we're going in the right direction, what are we missing? You know, how we can fine or tune the engine and just make our community a better place. This is the opportunity to do it. So. Okay. Well, then I'm going to follow up, follow the line and Grazia is next one online. Well, I'll, I'll, I'll get you the queue. You'll be next. Okay. Gracias. Yes. I do agree that we want to be active participants as a common council as much as possible. And that is also the reason that I, I think that we may need a little bit more again. The, the word that comes to mind is expansion on some of the items that we have read tonight, learned about tonight. Because if the concept are presented in, I understand the idea of the synthesis, but if the concepts are presented in, in a vague format, it's very hard to relate to those. And it's very hard to understand what is the need behind it. So that is what I think again, I think yes, we should be, be engaged as much as possible and also be provided a little bit more content behind the, the synthetic versions of the findings, in order to relate to, to those better. Okay. Thanks, Grazia. Bertha, here's your chance. Thank you very much. And this might be for our city attorney. It would be my, my wish that we convene, you know, at, at the marina and do it like on a Saturday morning for three hours max because it's a, this is a fairly constrained space in order to do that. So is it legit that we could post a meeting and say it's a strategic planning meeting and hold it elsewhere? Meet library, wherever. As long as it's in the city, you're good. And it's public. As long as the public can get there. Thank you so much. Okay. Alder Bruce Mitchell. Thank you, chair. I just had a couple of comments on one theme that I've been hearing. The council being involved in this process is most certainly important to us where our role is setting policy and this is somewhat going to dictate the direction that policy is going for the next half decade or so. But one thing looking back to the SWAT analysis session if we had a city staff doing that and spending what looked like a good amount of time, they're here more often than we are. They're the ones that are working in the building every day. And I just want to make sure that we take into consideration that the opinion of city staff shouldn't just be set over to the side. If we do a planning session ourselves because that's giving us real insights into what the people leading and working in all the departments believe changes. I guess the general direction needs to be for them to be the most successful. So I would caution us against duplicating anything that's already been done unless we already have a plan and how we are going to integrate the outcome of the two of them. Alrighty. Well, I would agree with that. But I also think we should have, like you said, a short session, you know, a couple hours that we should go through some of the stuff, not putting aside staff following through and looking at it, you know, kind of looking at it under a microscope and just taking a quick quick look and going through it all. Does anyone else have comments? Chad, go ahead. I guess I just have a question for David and Chris, given that you guys do a lot of this community engagement across the nation. Do you have thoughts on a means of doing this maybe electronically or some other means of doing it through some type of engagement type software or something where, you know, people wouldn't have to necessarily come together but could still put their input on some of the stuff that's been shared or I guess there's people shaking their head. They don't want that. So don't worry about that. Director Meeble, there you go. Go ahead. The department heads met, you know, and if you looked at or heard tonight's presentation, a lot of the discussion focused on internal operations. The, at the end of the meeting we did agree, and I agree there needs to be that bridge between what is the external, the larger community needs and how do we fix the internal and bridge that gap. So that's why I think when you saw most of the findings said there was a lot of internal focused. The last time we did this, I really think, you know, we really should talk collaboratively, council, staff, and you talk about being more inclusive and thinking together and listening to each other. What an opportunity to, let's focus now on the community aspects. From your perspective, we could also provide input in terms of what the internal internal challenges are and what we need and what the gap is. And that way we are building at least a closer relationship in how we're going to advance the community. Thank you, David. Barb, you had a comment. Yep. I agree and that was my thought on this. I would rather go with a meeting of the elders so we can discuss, you know, where we're going ahead because we are the ones that make that decision and I'm never in favor of just a handful of people leadership making that decision without letting the other elders in on what's going on. Burt and I talk about that pretty often about, you know, well, how do we get the other older people in this so that they know what's going around. So I think I'd like to have a little get-together, first a little time to absorb all that information and then to get together and put your two cents worth in. Okay. Thanks, Barb. And I agree with that sentiment. Anyone else have any comments, Chad? So let me ask you this question, is the majority of the group by a head shake supportive of doing this on a Saturday morning or is this an evening after hours type of thing because that will help us try to hone in with travel plans of the consultant because David is in Texas. So when would you prefer to do this, what would work the best in everyone's schedule? An evening workshop or a Saturday workshop? I'm open. I'm probably, I guess I would be prefer evening, but I would be open to Saturday myself. Do we have any? What a doodle-pull. Show of hands. Who wants to do an evening? Three choices. Evening Saturday or no preference? Evening? Evening. Evening raise your hand. Right. Two, three. Saturday? Saturday. One. One. No preference. All right. Well, I guess it's the evening because there was three versus two. Yeah. So, I mean, and if worse comes to worse and we have Saturday is the only option, then we'll go with Saturday. I would just say this. If I might, we will work with you and whatever form is the most useful and productive for you. And, you know, and we will, of course, be there in person and we'll do what it takes to make that happen if that's your decision. David's excited to come visit Sheboygan again. I am. I am. Picking up surfing. Aldous Salazar has a question here. Thank you, Chair. We'll make sure to bring you some mud pies or some good bakery. Okay, just to echo some comments that I've heard that I think are really important. I appreciate what Trey said about the SWAT analysis. I think that's important for us as Alders to realize that the staff has done that. And I think that's important. I love to doing a SWAT analysis, but I also want to be thoughtful and mindful that the staff have done that. So I guess I would ask sort of Baker Tilly or Chad, whoever's sort of leading this, to really think about how the Alders can engage and how we can sort of blend both discussions together. I appreciate David saying sort of having directors there and having this conversation about sort of focusing on the public, but I also want to make sure we're mindful of some of the internal operations because that will also hit budget. And as Alders, we need to sort of think about that as well. So I know that's sort of a task at hand, but that's sort of my synopsis of sort of what we came out of today. So thank you. Thank you. Bert? You? All of the focus groups, the seven or nine or however many focus groups there were, those are our community. Those were very carefully chosen. They were representative of people in the community who were not staffed, who were not elected officials. That's the meat of what we can do because those are our constituents and they came to us in various permutations of what they do every day in their lives. So that's the part that I would like to focus on. And then we correlate that with the city's focus on, we know day-to-day operations and we've done this for years and we know you do and we appreciate what you do. It's those other constituents that we have to really grapple with. All right. Any other comments? Questions? Okay. So he knows the evening is late and there's no more questions. I guess we can leave the gentleman from Baker Tilly go and I will entertain a motion to adjourn. Motion to adjourn. Motion is made and seconded. All in favor? Aye. Any opposed? General Tye, that is adjourned. I just wanted to see just for the...