 This evening I will present an update of the City of Sheboygan's action items and related benchmarks. For those of you that may not be aware or for our viewing audience, this is a copy of the City of Sheboygan's Strategic Plan 2017-2021. This is a five-year strategic plan. It was approved on December of 2016. As a reminder, the City has six focus areas, quality of life, infrastructure and public facilities, economic development, neighborhood revitalization, governing and fiscal management, and last is communication. Some of the projects, as you are aware, are multi-year in nature. Some of those that were initially identified in 2019 have been postponed until 2020. Many of the projects cannot happen with a single department. A lot of collaboration occurs not only internally but also externally. Staff does leverage intergovernmental resources and other contributions to maximize savings as well as taxpayer money and ultimately to improve output. Staff utilizes public feedback for improvements and modifications and again we are attempting to improve our comparative benchmarking with other municipalities instead of simply comparing from one year to another internally. It is going to be more and more important for us to look at other communities as far as meeting different benchmarks. For those of you on the Council, you received a spreadsheet. Please note that anything printed in blue typically is sort of a quick way for you to identify those action items or benchmarks that we've actually met or exceeded our goals or accomplishments. Quality of life is a first focus area. Again, I tried to pick those benchmarks or action items that I think help tell a good story or if there's issues in fact that do not tell a good story, we need to share that information as well. First is 93% of fire responses occur within 380 seconds, which is 6.33 minutes. Our goal, our established benchmark is 90% of the time that we will in fact meet that 380 second response time. The first half of this year and again all this information is the first six months of 2019. We've actually exceeded 93% of the time we have met or exceeded that 380 second response time. In looking back over 2018, 17, 16 or 15, the response rate or response time in 2019 exceeds all of those previous four years. The city does have through the police department a high visibility education enforcement deployment machine. Again, as you receive concerns from your constituents, each older can request the possible deployment of this machine to help us get a feel for traffic, especially potential speeding in your area. So far, six have been deployed for the first six months. Our goal is a minimum of seven per year. Prescription drug collection, we do have at our police station a drop off box for the first six months, 706 pounds, which represents 58% of our annual goal of 1,200 pounds. We've also received help from, I think, Walgreens and other local pharmacists in the collection of these unused drugs. Seven joint projects have occurred with Schwodinger School District that exceeds our goal. Nine neighborhood associations have been approved. This is again through June. As you're aware at your last meeting on August 5th, a 10th in-park association was approved. Last, I don't think it's on the slide, property crimes specifically type, I think it's called category one. We are at year-to-date 7.6 crimes compared to the overall 2019 benchmark of 22.25. So even though we're halfway through the year, we're significantly under at only 34%. Quality of life, 47 neighborhood association meetings have occurred so far this year, or 67% of our annual goal of 70 meetings on an annual basis. For the senior services, joint projects, three partners have been worked with in 2019, John Michael Kohler Art Center, Schwodinger School District, and the Coastal Young Professional Network through the Chamber. Year-to-date, over 100,000 internet sessions have occurred by residence at the Meat Public Library. Year-to-date, again through June, 346,000 plus writers, which is 58% of our annualized goal of 600,000. For the first six months, it's up 23% over the comparable period in 2018. So something very unique is happening with Shoreline Metro. For Metro Connection, we're approximately at 50% mark, or 16,721 of our 34,000 passenger goal. Some of you on your spread, on your handout, the three was missing, it should say 34%, not four on the goals. Next is infrastructure and public facilities. City Hall renovation, no doubt is a key action item for 2019. Again through June, we're at 95% of achieving that goal as far as completing the project. And as you're aware, an open house is scheduled for Monday, or Tuesday, September 3rd. Resurfacing the streets, three streets in 2019, we're engaged in resurfacing not only local funds, but state and federal funds through June, roughly a third, specifically north as being the biggest project, we're a third of the way through completion. Shpoignets, again, this is a local partnership with the Shpoignets Group in 2019. A major project for us and for them was the outfield lighting project, and that was completed in time for their 2019 season. For 2019, 526 trees were planted. Our goal was 500. It's the highest completion rate for the last three years, no doubt this becomes more and more important, especially as we see cut down, stump all the emerald ash bore trees, emerald ash trees that are affected by the bore. Economic development, as Amy Wilson identified, this becomes a bigger and bigger part of the city of Shpoignets economy. I think it's number two overall for the city. We've collected 271,000 and changed as far as room taxes for the first quarter. We have not received all of the funding yet for that second quarter due to the delay and deadlines associated with the collection from the whole city. As you can imagine in the city of Shpoignets, the third quarter is our largest quarter of the year. So even though if we look at the first quarter, it does not meet the 25%, which is a quarter of the year, and again, most of the revenue comes in during the second quarter or third quarter. For evaluation of the city's tids, the 2019 numbers have come out. We're at 127 of our benchmark or goal. This represents the roughly $190 million represents a 36% increase over the 2018 valuation. A similar number of $188 million is the current value of industrial property. The valuation, as you know, does not occur locally but by the State Department of Revenue. This actually is roughly a million dollar decrease from last year. So as you know, a lot of industrial property depreciates as opposed to appreciates like residential commercial homes. So it's positive that we're basically on an even keel as far as valuation. New residential units so far in 2019, 184 new units permits have been pulled. This can be attributed to the 7PEN project as well as the Badger State Lofts of both apartment projects. Originally our goal was 80, so we've far surpassed that. The total anticipated 2019 residential units we think will be closer to 300 units. Next, please. Neighborhood revitalization. Planning and Development Department continues to work on identifying baseline data so that we can get a sense as far as where we're at versus all the efforts that will be placed into bringing up sort of the health of those older neighborhoods. We're 75% through creating that baseline data. Again, this is through the end of June. The 2019 targeted neighborhoods are South Calumet, River Bend, River West, and South Lake. Not only do we look at the residential structure co-compliance, but we also look at property violations. Next is organizing annual spring cleanup events in partnership with Public Works. I know many of you worked in conjunction with Public Works Department in May of this year. Again, all those neighborhoods that are in formalized, approved association 9 at that time, the neighborhoods were provided with dumpsters to help clean up those neighborhoods. Next is develop analysis management plans for blighted property and key business corridors. We're 60% through that. 336 code enforcement orders were issued through June. This is 36% of our goal of 1,000. Overall, in 2018, for comparison purposes, on an annual basis, 866 enforcement orders were issued. Last is 244 garbage complaints were investigated or cited. This represents 82% of our overall benchmark, which is 300. By comparison in 2018, for the full year, 543, and in 2017, 820. So hopefully this number is a recognition that we're sort of ahead of the issue and we're seeing a downward trend. Governing and fiscal management. The second annual employee recognition event is scheduled for October 10th. This is to recognize employees with significant service anniversary dates as well as retirees from the prior year. Three legacy computer applications have been closed out. This represents 100% of our benchmark or target for 2019. Those specifically are car allowance, building contractor licensing and sign fee programs. We're still in the process of identifying those legacy applications that are on the AS 400 with the goal ultimately to shut down the AS 400 and rely upon new programs that work in conjunction with the city's Tyler system. Munis salary and benchmark module implementation. This is the single most challenge for many staff members in developing the 2020 budget. Instead of working off of an Excel spreadsheet that ultimately has to be uploaded or double entered into the munis accounting system, we're utilizing for the first time a salary and benefit module that is munis based. And then we're exporting that information into an Excel spreadsheet that ultimately that format will be made available to you within roughly two and a half weeks. As you know earlier this year in July 2019, the city received from Munis Investors Service confirmation of our AA2 bond rating and that's quite an accomplishment. Communication. Continued steady increase in users of all city's social media outlets. We're well over 100% of our benchmarks from January 1st, 400 new Twitter followers exist. Next door we've added additional 100 users. On Facebook we've added 2,500 new likes and an Excel over 200 additional contacts. As far as community survey again this was done in conjunction with ARP. We exceeded our benchmark of 1,100 at 1,277. No doubt we hope to increase that benchmark number as we move forward in future years on the community survey. 27 fire department community events have occurred this year. 18 was the goal and so that's 150% or 50% increase above and beyond the goal for 2019. That is my last slide. Again thanks to all the city employees who make these accomplishments happen and to all the common council members who have supported including financial support, the implementation of the strategic plans, action items. Thank you.