 Welcome to the 12th quarterly update of the city's 2017-2021 strategic plan. And again, thanks to City Clerk Meredith DeBroon for assisting tonight with the PowerPoint presentation. The strategic plan has six focus areas, quality of life, infrastructure and public facilities, economic development, neighborhood revitalization, governing and fiscal management and the sixth is communication. For the first area, which is, I guess one thing to note before I get into the specifics is that many of the projects do occur over multiple year time frame. Staff does work collaboratively with internal and external partners. Staff price to leverage all intergovernmental resources to maximize savings and output. Staff utilizes public feedback for improvement and modifications and lasts, but not least, comparable, comparative benchmarks with other municipalities are used to ensure our efforts remain fiscally responsive. First is quality of life. Again the spreadsheet was included in your Friday packet and posted. I'm going to be hitting the highlights so I have three or four of each of the action items and or three or four of the critical measures for each of these six. So the first is a fire response within 380 seconds. That is a national standard. We hope to achieve that 96% of the time. In the first quarter of 2020, we were able to respond within 380 seconds, 96% of the time. And again, the goal is 90%. So we were very close to achieving 100% of our goal for crime rates, violent crimes specifically .40 per 1,000 population. This is only 15% of the annual annualized benchmark. This compares favorably with prior years in 2019, 2018, that amount is almost half of what we've experienced in the prior two years. For part one crime rates property crimes, we're at 3.8, which is 17% of our annualized benchmark. So we are below, in essence, 25% of the year has passed, we are below that benchmarking amount. This is consistent with prior 2019 and 2018 years. For poundage of prescription drugs collected, we're at 18%, with 216 pounds, and this is again consistent with what was experienced in 2019. Other quality of life items are our neighborhood associations. We are at 10, those that 10th association was approved last year. We've increased our goal to 11 for 2020. So far this year, we remain at 17.49 trips per revenue mile for shoreline metro on its fixed route. Over the last three years, we have been above, above our goal. So no doubt that will change for the second quarter of 2020. The city has 42 years consecutive Treeset USA designation. As you know, this is the longest consecutive award in the state of Wisconsin. We began work on our 43rd year. We will be notified in less than a year of our hopefully next successful applications. For infrastructure and public facilities, shoreline metro is working with the Wisconsin Department of Transportation, Bay Lakes Regional Planning Commission and the Federal Transportation Administration on a safety management system. Recently, Derek Mink received notification that FTA has approved an extension to the end of 2020 in light of other challenges that many transit authorities are experiencing. Next is develop a citywide long-term stormwater management program. This was initially was kicked off in 2018. Many staff is currently reviewing possible changes to the city's ordinance associated with this and will present a plan later this year. Again, as I mentioned, this has been a long process and I look forward to hearing of the results and the staff's recommendations. For the pavement rating, the city is at 6.25. This rating is valid for approximately a two-year period of time. So originally this rating of 6.25 was identified or established in 2019. Our benchmark goal is 6.5, so we are at 96%. In comparison, in 2017, the city was at 5.9, so we continue to make advances. The scale is on a 1 to 10. With one being failed, 10 being excellent. And no maintenance required with that 10 rating. For economic development, the number of new hotel rooms constructed, again, construction is expected to begin or commence for Hampton Inn. Last year, buildings and foundations were installed. Prior to COVID-19, construction was expected in early spring. Construction was put on hold, but expected to commence in June. So soon. Next is transform former capsule property into the renovation district. This along with the adjacent Indian Avenue lots for the focus of an innovation district. Currently, the SCEDC along with city staff is working on submitting a US economic development administration grant. So, Chad Peleschak, his team, as well as the SCEDC team are working on a very elaborate application. The foundation will be the official applicant of the SCEDC. Due to COVID-19, you may be aware that the CARES Act included additional funding. And what is anticipated or what the goal is to receive up to an 80% project funding through this EDA grant. In the 2020 budget, it included funding to construct an adjacent parking lot. However, due to the timing of this project, which will probably not commence at the earliest until spring of 2021, the parking lot will be delayed until at least 2021. Last is the annual ridership of the trolley. The trolley is not operational the first quarter of the year, so that stands at 0%. I included this as a measurement simply so I could take the opportunity to discuss it. Normally, the trolley routes begin to operate in June. It's anticipated that this year, the earliest of the trolley line would start is July. Decision was made sometime in June regarding when the trolley will commence its route. Next is neighborhood revitalization. First, action item is to maintain neighborhood beat officer positions. This position, the city's success, these two positions, the city was successful in obtaining a three-year commitment 2019 to 2021 grant by the federal government. This is at 75%. Annual spring cleanup events, the partnership with Public Works, this will be the second year. And again, this is done in conjunction with those 10 neighborhood associations. Last year, I think we kicked off this spring cleanup in May. This year, we will start planning specific dates with the associations for June. Again, those are typically held on Saturdays. Next is 38 abandoned vehicles towed, 44% of the annual goal. The annual goal is 86%. This is comparable to prior years in 2019. It was 34 for the first quarter, a little bit higher in 2018 F-51 vehicles. Last on the slide is 17 garbage complaints investigated and cited. This is through the building inspection office. 6%, I perceive this to be a good number in that the number of potential violations or complaints are down. This compares favorably to prior years in 2019. This number was 98, and in 2018, this number was 264, so a significant reduction. Again, the benchmark, when the strategic plan was developed, a benchmark of 300 was identified on an annualized basis. So far, really a low number as far as number of complaints associated with garbage. Governing and fiscal management is the next category, the fifth of the sixth. As you know, recently, the city received notification from Moody's investor service that we are able to maintain our AA2 bond rating. The second item is enhanced cybersecurity. In addition to our IT department being very vigilant and a continuous effort to monitor, the city did receive an award by our insurance company, CIVMIC, where they will fund a substantial cost associated with consultant audit, which will be conducted this fall in 2020. The last focus area is communication. The city continues to see a steady increase in users of all city social media outlets. For all of our categories in line 123 to 127, we are at or above those benchmarks. So Twitter, Nextdoor, Facebook, Nextill, and Instagram. Again, it's good to see electronic, especially during COVID-19 that the public continues to reach out and the city again is pushing out information through these social media outlets. Next is 1455 community survey responses. The benchmark was identified as 400. We are 121 percent, I guess, above that benchmark for the 2020 survey. This compares favorably to the 2019 and 2018 survey, where 1,177 and 1,187 responses respectively occurred in 2019 and 2018. Last is nine fire department community events. This is 20 percent of the annualized benchmark. 45 events is the goal. Nine events is favorable compared to 2019 and 2018, where six and one respectively community events were held. Again, due to COVID-19, second quarter and potentially third quarter could be impacted as far as number of community events. That concludes the six different focus areas of our strategic plan for the first quarter. Does the council have any questions regarding the highlighted action items or critical measures? If not, thank you for your time. As city staff shares this information on the progress the city has made in advancing the goals of the strategic plan. Thanks again.