and then Alder Wolf is excused. So for folks that are present, please stand for 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 right. We do have a limited members of staff here, so I don't think we need to do introductions. First item on the agenda is 2.1, approval of the minutes from March 10th. Is there a motion to approve the minutes for our previous meeting? Motion to approve. There's been a motion by Alderman Decker. Is there a second? Second by Alderperson Ackley. Second. All right. All those in favor of approving the minutes, please state aye. Aye. Aye. Aye. Chair votes aye. The minutes are approved. Moving along, 3.1, resolution number 1891920, document number 5.5, resolution authorizing the appropriate city officials to execute the aquatic management services agreement with the Wisconsin Lake and Pond Resource LLC regarding the pond and intersection of Weeding Creek Road and Menning Road. David, you wanna take it? Yes, if you don't mind. This resolution basically authorizes the city of Sheboygan to enter into contract with Wisconsin Lake and Pond Resources. What this is for is for treating algae blooms in the Fox metal ponds in a south side residential area. We've had numerous issues and this is about the third year we're gonna be treating it. Treating it has been successful. And in this year, we're actually going to have some of our own staff. Our city forester is certified by the DNR to actually apply this. So we're gonna save some money by purchasing and working with aquatic management services directly to help us manage this. So I'm looking for your approval. All right. Is there a motion to approve 3.1? Motion to approve. There's been a motion by Alderman Decker. Is there a second? Betty or Rose, I need one of you to second. Who is that? I need Rose. Okay, Rose got the second. We just need you guys to identify yourself when you make the second just so we can put in the minutes. So. Okay. Okay. There's been a motion and a second for 3.1. Any further discussion? Seeing none, all those in favor, please state aye. Aye. Chair votes aye. Anyone oppose? Did you have a question? That's point of order. I would advise doing a roll call vote with the two other persons on the phone just to make sure that as clear a record as possible. Okay. Okay, sounds good. So we'll do a roll call vote. So I'll call the name of the older and then just state whether you vote aye or nay. So, older person Decker? Aye. Ackley? Aye. Phillips? Aye. Sorensen votes aye. So with all voting in the affirmative, that is approved. So 3.2 resolution number 190-1920, document 5.6, resolution authorizing the appropriate city officials to enter into the fourth revision of the state and municipal transportation for design and construction of the sidewalk gap improvements. Director Bebel? Yeah, this project goes back to 2016. We worked with the county who was managing the non-motorized transportation program and part of this program also include the sidewalk gap project that we were working with the county with. And since this is with the DOT managed project, they have a state municipal agreement. These state municipal agreements go through many revisions over the years. This is just revision basically, changing some of the project scope and funding. However, the funding for the city does not increase. So our costs still remain the same from this project. Just looking for your approval to authorize entering into the revised state municipal agreement with the Department of Transportation. Is there such motion to approve? Make a motion to approve. There's been a motion. Is there a second? Alderperson Phillips made the second. Any further discussions on this one? Seeing none, we'll go into a roll call vote. Alderperson Decker? Aye. Alderperson Ackley? Aye. Alderperson Phillips? And Alderperson Sorensen votes aye. With that, that is approved. Thank you everybody. 3.3 resolution number 191, 1920, document 5.7. Resolution authorizing the appropriate city officials to enter into a contract with Northeast Asphalt Incorporated regarding tennis court reconstruction in Roosevelt Park located at 1103 Mead Avenue. Director Bevel? Yes, this project was identified in our 2020 capital improvements program for park improvements. We went out for bids and we received the responsible low bidder, Northeast Asphalt. And it did come in slightly higher than what we originally budgeted, the 90,000. It ended up at 98, 315. And we are going to fund that extra 8,315 from our operating budget contracted services that we have a line item within the parks department for contracted services in order to complete this week. If you recall, we did the D-Land Tennis Courts. We've done the Volref Park. They'll be finished up this spring with the final coating once the weather gets nice. And then we'll do the south side here with Roosevelt. And in the future, and a couple more years, we will be doing Veterans Park Tennis Courts as well. And that will complete pretty much our tennis court looking for your approval on this. Motion to approve. There's been a motion. Is there a second? If I can make a motion here, please. Second by Ackley. I just want to speak in favor of this. This is in my district. And I know that there's been a lot of constituents in the eighth district by Roosevelt Park that are excited about the tennis courts to be improved, just bringing better quality of life to the neighborhood. So thank you to the DPW team for prioritizing that. With that being said, any further discussion? Seeing none, all those, through the roll call vote. All a person, Decker. Aye. Ackley. Aye. Phillips. And Sorenson votes aye. So that is approved. Thank you, everybody. Moving along, 3.4, resolution number 192-1920, document 5.8, resolution authorizing the appropriate city officials to execute an agreement to management service agreement between the city Sheboygan and EOS Recreation LLC regarding the quarry. Yes. This is the operating agreement that we have for operating the quarry throughout the summer with the inflatables and that type of equipment. Looking at this agreement, we're gonna just make some updates to it. And if I don't mind, if you don't mind, I'd like to defer to Thomas, if he could add some more background into some of the specific changes, but we've had a good relationship with EOS. They, in fact, this coming summer, we're going to be adding some apparatus and some equipment to even enhance the opportunities at the quarry as we speak. So we're excited to continue this. And with that, Mr. Chairman, if it's okay if we could defer to the assistant city attorney. Sure. Thomas, do you want to speak on this? Absolutely. So with the upcoming quarry park master plan, there obviously will be some changes or some potential changes to the facility in the future. In light of that, as Director Bebel said, there's been an ongoing relationship with EOS and some enhancement down there. And essentially we're taking the current agreement where they manage to run everything down there and just extending it to the 2020 swimming season. This was written before everything started to happen. So it's possible that that May 23rd date in the amendment may not be the appropriate date or they can still have access to it, but may not be the beginning of summer swimming season. But we'll see what happens as time goes on. Do you have anything to add, David? No, I think basically our recommendation is look at your approval. Thomas, you said with that date, do you think that would be impacted? Or if we approve it and anything needs to change, can we revisit that or do you think that's a... It's really impossible to say at that point what the world's gonna look like in two months. I think at this point it's hard to say what the world's gonna look like in three days. So whatever restrictions would be in place on this sort of activity are gonna come from the state, not from the city almost certainly. So I'm comfortable with it as written and sort of those details of when can the park actually be opens to the public. I think we'll come over. Yeah. Okay. Thank you. Any further questions? Seeing none, is there a motion to approve? I'll make a motion to approve. Older person Decker makes a motion. Is there a second? That was a second by elder person Phillips. Any further discussion? Seeing none, we'll go into a roll call vote. Older person Decker. Aye. Older person Ackley. Aye. Older person Phillips. Older person Sorenson votes aye. That is approved. Thanks everybody. 3.5 resolution 193-1920 document 5.9. Resolution authorizing the appropriate city officials to enter into a contract with Clark Masonry LLC for the 2020 sidewalk program. Director Bebo. Yes, this is our annual capital improvements program for sidewalk replacement and repair throughout the city. This program is long running, 40, 50 years ongoing. And it's very important in order to maintain safe and accessible sidewalks throughout our community. We are responsible for the sidewalks as a municipality. And having this program has also helped in terms of helping against claims against the city since we do have a systematic ongoing program. We identify sidewalks in zones and we target those zones, but we also attack areas on complaints that we can investigate and make sure that we get those areas repaired as well. Contract this year with Clunk is for 91,250. And this is in the capital improvements budget as well. So we've worked with Clunk Masonry in the past, it's performed well for us. And we're looking for your approval. All right. Is there a motion to approve? Motion to approve. All right, there's been a motion. Is there a second? Rose, okay, Rose had it. Older person Phillips had the second. Any further discussion on the sidewalk program? Seeing none, all those of older person Decker. Aye. Older person Ackley. Aye. Older person Phillips. Older person Sorenson votes aye. That is approved. Thank you. Moving along 3.6, resolution 194, 1920. Document 5.10, resolution declaring May 3rd, 2020. World migratory bird day, director Beeple. Yes, well, this is part of being designated as a bird city. We've been bird city since 2012. And as the resolution states the importance of migratory birds and maintaining good habitat for nesting and for flight throughout the South America, Central America and North America as well. And this just promotes awareness to this important topic. And again, this resolution is necessary to remain part of the bird city designation. So we are looking for your approval to support this and declare May 23rd, 2020, World Migratory Bird Day. Awesome, motion to approve. All right, there's been a motion by older person Decker. I think I mentioned to approve. Older person Decker got it. Is there a second? Yes, this is Betty Ackley and I'd like to make a second. Okay, older person Ackley has the second. Any further discussion regarding this item? Seeing none, we'll go into a roll call vote. All those in favor of approving this? Older person Decker. Aye. Older person Ackley. Aye. Older person Phillips. Aye. All right, older person Sorenson votes aye as well. So that is approved. Moving along, 3.7, resolution 195, 1920, document 8.1. Resolution authorizing the appropriate city officials to enter into a contract with Lemahue Tree Services for completing, for the complete removal of 80 trees and stumps associated with landscape restoration. Director Bebo. Yes, this service and this was part of our 2020 capital improvement forestry management plan that we've been working towards. As part of the Admiral Dash Bore, we've started to identify extra trees and areas that this would supplement our own forestry crew to continue to manage the influx and the acceleration of dying ash trees within our community. So this year we went out for bid. As the document says, we received several bids. One from Parms, Sinranity Farms, and Lemahue. Lemahue's service out of Usberg was the low responsible bidder at 59,250. And we're excited to get going on this and start attacking this problem. It would be our recommendation to approve this and authorize us entering into contract with Lemahue Tree Service for these removals. Cool. I have a question, if I could. Alderpers, is that Rose, Alderpers and Phillips? If we consider the timing of the tree removal in relationship to nesting birds. Because this is the time of year where we're gonna have birds nesting in trees so it's not ideal for removing trees. And since we're a bird city, I think that's something that we should certainly be considering. Sure, I think what we would do is prior to any tree being removed. We do an inspection. Our forester would meet with the tree contractor, assure that yes, if there's any activeness, for instance, I think that clearly we would move on and wait. Again, that would be contrary to what we just approved prior to the world migratory bird resolution. So yes, I would have to say we would definitely be aware of that and we would monitor that and definitely would take care. And we have plenty of other trees, if there is an active nest, that we could shift the focus to a different tree that doesn't have that activity. So, to the resolution? I don't know if you'd have to add it to the resolution, but if you wanna just, if you wanna have that as kind of our understanding, Rose, and that the department will make sure that we have that understanding that we will be, we're looking at those nests prior to any tree removal. Okay, thank you. Any follow-up questions, Rose? I said, did you have any follow-up questions? Are you good? Okay, sounds good. Any further questions from other committee members? Seeing none, is there a motion to approve? Where does she wanna, she can make the motion, I just make it a motion to approve. You can make the motion, I'll just make it a motion to approve. Older person Decker has made a motion, is there a second? Is there a second? Older person Decker has made a second. Okay, older person Decker has made the second. Any further discussion? Seeing none, we'll go into a roll call vote. Older person Decker, how do you vote? Aye. Older person Ackley. Aye. Older person Phillips. Older person Sorenson votes in the affirmative as well. With that, that is approved. Thank you, all right. Moving along, 3.8 presentation regarding the Transportation Infrastructure Management Plan. This item is for discussion only. I'll turn it over to Director Bebel. Thank you. I'd like to just give an update on our Transportation Infrastructure Pavements Street Network. Around 2015, I made this presentation to the council in regard to our deteriorating street network where we've been, where we were at 2015 and the need to really reinvest and focus on our street network in terms of repairs and managing the overall pavement condition. So what I'm gonna do is kind of give you some slides here, explain some things, there's some history, how we got here, where it headed to, and basically what have we done since 2015? It's about five years. I did an update of this in 2017 and it's timely since we're moving into now 2020 and beyond and we have some more capital improvements, requests coming for the next five-year program. So with that, I usually start with this slide and this really talks about the cost of timely maintenance on our pavements. And if you're in that green section and what that really is saying is if we're able to do maintenance on our streets while they're good to very good, at a lower cost dollar, we're able to extend the life at a much lower cost versus if we allow our pavement condition to drop below good into the fair to poor, then it becomes very expensive to maintain. And you'll see that later in the presentation, the cost of reconstruction versus our asphalt resurfacing program. So starting in 2007, I use this as our base year. 6.6 was our average rating on a scale of one poor, 10 good. 6.6 was pretty much our highest rating that we have on record. We rate the pavements every two years and that's by state statute and the DOT requires this. So as you'll see, in the beginning, the years, it really doesn't change much. It dropped down in 09 to about 6.35. That was our rating in 11. Again, 6.3. Everything's fine, right? You know, it's not changing much. We're not doing much work. Everything's good. All of a sudden, 2013, even a little bit shift, but you can see how that curve, the mountain is shifting to the left towards the poorer rating. 6.25 in 2013, and then there's a dramatic shift. That's where that curve is. We talked about timing the maintenance. And during these years, 2013, 2011, there wasn't a lot of focus, a little bit leaner budget years. Let's hold off, let's not invest in our street network. All of a sudden, we're below 6 and we're at 5.9. That was the year I came out and I said, hey, this cannot continue. That curve has shifted left and it's gonna be very, very costly to the city of Sheboygan to get back to where we wanna be. 2017, two years later, we made after that presentation, council and the leadership of the city made some investments and they said, we agree. We gotta continue this. We got it back above six, just barely, 6.01. In 2019, we got it to 6.25. So under the council leadership and the leadership of the city administrator and the mayor, we've really put a focus on street infrastructure, street repairs. And it's evident by that rating. So again, it was at 5.9. We've, by 2019, we got it to 6.25. This is just another way of showing that data. It's more of, this is the hard data. But I like to show, back in 2007, the failed pavements were only 4.6%. I just want you to think about that. In 2013, I skipped a couple of years, but it's now up to six and a half percent. Again, 2015, the year that we really decided, hey, we really have to do something, it jumped to 14% of our network was failed. That's streets rated a one, two or three. And the lower number is not a good number in this case. So 2019, we are able to get that number down by around roughly 4% to 10.7. We really attacked that. And you'll see there, in the excellent range, we really made a big difference with our streets in our repairs. Again, back to this slide. And this is an important slide about that timely maintenance. We attacked the pavements. We do the work on our better streets. And I know it's a little counterintuitive. Why aren't you fixing that bad street? Well, sometimes if you time your maintenance and you fix a street that's not quite as bad, you extend the life and it's much more cost effective. This slide really helps explain where we've come from 2007 to our worst year 2015 to where we've come already in the roughly four years, 2015 through 2019. You can see, again, in 2017, we only had 4.6. Then it was up to 14. Now it's down to 10, 10.7.  Same thing with our fare streets. We were at 44% of the network. We're really pretty much right where we need to be again. From 07 to 19, that was a reduction from 15 to 19 of almost roughly 9% of our network. Where we really made some great chain strides with our excellent streets. In 2007, we were only at about 20%. In 19, we were at 24%. So, and again, in 15, we were down to 17% of our entire street network was considered excellent. Now it's a quarter, almost a quarter of our whole city street network is considered excellent. That's a 38.6% increase from 15 to 19. Again, our good network, this is where we can really make up now is now that we've made the investment. If we get to the good, good was 31%. In 2015, it was 20 and we're a little bit, almost a 21%, about a four, four and a half percent increase in our overall good streets. So, we're making a difference. It's coming along. Again, these are some of the strategies that we employ on our network on a daily basis during the construction season. This is one of the most cost effective and least costly is crack filling. Let's get those cracks filled so water doesn't penetrate into the street, into the sub grade and cause failure, especially during this time of the season. We have thawing during the day, water penetrates cracks, evening, it freezes, expands and ends up popping either concrete or black top. But that's roughly about $5.50 a foot is what it costs to crack fill. Remove replaced curbing gutter. In 15, the price was, you know, $48 a foot. In 2020 now, we're looking at $62 a foot. So I just, the reason I put those two on there is when I made this presentation originally in 2015, it had those costs to demonstrate, you know, this is what it costs and this is where the money goes. And what you'll see is, you know, of time and inflation costs go up over time. Concrete panel replacement. We base this cost in a square yard of concrete. In 15, it was $105 in 2020, 115. New asphalt over concrete. This is with our city crew and this is that's a picture of our paver that we purchased. And this is our crew working on the streets. When we do, when I say, excuse me, $30 a foot, that's just right down the center line. We're going right down the middle of the street. So it costs us roughly $30 a foot back in 2015. In 2020 costs are around $35. That's fairly inexpensive. That's just material only. And we purchase our material from the Sheboyan County Highway Department. When we do new asphalt over concrete and we contract that out, it's around roughly it was $52.50 a foot. In 2015, now it's up to about $71.50 per foot.  So we're cost effective with our city crews, but in a lot of cases, there's some streets and some of the asphalt mixes that the county is unable to provide to us that we do have to still contract. This is mill and fill. So I got two categories here. The mill and fill asphalt where we mill a street with a contractor and then fill it as well. That could be $75 a foot. It was in 2015, now it's up to $90 a foot. If we do mill and fill where we don't own a mill and neither does the county. So we contract the milling of the old asphalt. But we can still, if we do that, we can have our city crews do the work. When we do that in 2015, it was $42 a foot. And in 2020, we're looking at roughly $50 a foot. This is where it gets real costly. This is where we let our pavements go below that good category. This is where we have to actually totally reconstruct. We did North Avenue last year. We're gonna do Superior Avenue, hopefully this year. Back in 2015, it was $225 a foot. By 2020, it's $100 more, the $325 a foot. So these next slides, they may be hard to read on the screen but I know you should all have paper. This is basically showing our next five years for capital improvements, what we're projecting. But I wanna show you basically as we're roughly right around two and a half million in borrowed funds. The county sales tax provides $450 annually. We do also have the wheel tax that the city has as well as a portion of the garbage fee. And you'll see that coming up. But we have streets, we have a mixture of neighborhood streets as well as what I would say collectors over the next five years. And it's roughly anywhere from 3 million to 4 million annually is what we're looking at to invest. In 2023 where we had actually five and a half million of street. So it went back when this presentation was given in the last update in 2017, there were some assumptions. Annually it was gonna be roughly around $4 million dedicated to streets. Overall over the life of the project, it was like $62 million is what we were looking at. Well, by 17 and looking at it, the assumptions made this was not sustainable. So we've adjusted. And that's what you see in this slide in 2020. And it's still close to $4 million. It's a little bit less. And some of it is depending upon the mixture of what we're getting for funding sources. But it's a little reduced. It's now down to 55 million for the total funding cycle of this project. Wheel tax, as I mentioned, we have, we have a property tax levy that we contribute. There's some special assessments. Those are going down because right now we have a special assessment fund that is creating revenue from older projects that we're receiving payments for. But we no longer specially assess for projects. So that will eventually fade away. And as you can see by 2030, it's down to about 25,000. And that's roughly from probably the sidewalk program is really all we're assessing for. County sales tax is still in there as well as borrowing. And borrowing we've reduced in this last slide. It's roughly down to 2 million a year is what we're receiving from the Capital Improvements Borrowing Fund. When this was first projected, we were going to be over three, roughly 3 million a year for borrowing. Looking at where our budget and how we're going to pay for that and how it adds to the debt levy, the debt load for the city, we adjusted it and now we've reduced that figure for the project. So where does that leave us? As you saw in those slides costs are going higher, but we have less money to spend on roads. So where are we going to do? So this is where what this slide shows are miles of streets resurfaced. And we had some really, really good years in 16 and 17 and 18 especially, six miles and seven miles. You look at 2019 and 2020, we really, the chart is really decreased significantly in terms of miles, but the cost was high. And the cost was high is because we replaced a bridge, Penn Avenue Bridge, and we did North Avenue. North Avenue was four and a half, almost $5 million a loan for that project. This year we're doing Superior Avenue. Superior Avenue is roughly three, two and a half to three million. So that's why these last two years it shows very little. But again, and then 2021, we're back up to 36, 33, 2023, we had a reconstruct project in there. That's why it's low again. That might be shifted. These numbers, these are planned. This is only what we identify in our capital improvement program. So if you recall, our city paver and our city streets that we're able to do, that comes out of our operating budget, out of our annual allocation for our crews and our operations, those miles aren't in here. They were recorded in 2017 and 2018. So even though it shows like 3.6 3.5, 3.2, I would expect when we add our city paved streets, we should be into the four and five mile a year. And that's a good target from where we've been to where we need to go. And that should be within that range of what I had for budget and costs. So at that four to five miles of streets per year, I'm anticipating that pavement rating to continually, incrementally rise. I'll finish on the last slide. That pavement condition. So what happens is that excellent rating that we've really made a big impact will still be when we do streets and we reconstruct them or resurface them, they're gonna be in that excellent category. The excellent streets today, they're gonna age. They're gonna deteriorate somewhat, but they're not gonna go from excellent to fair. They're gonna go to excellent to good. So our good number will increase. Again, reducing the failed and fair. Ultimately, the bottom line is we're gonna move closer to that 6.6 figure that we had in 2007. We're making great progress. I think what this update demonstrates is a couple of things. Clearly we cannot ignore and just say everything's fine. Let's reduce this area, let's save some money, look in our streets, look pretty good. Let's not spend money, we'll be fine. When we kick that process down the road, in other words, we pay the price and it's very expensive as that demonstration of timing that maintenance has demonstrated. It also shows that when we invest and we put the effort into it and we do the work and we do the maintenance that's required, it is making a difference and our pavements have improved and they are improving to this day. So I'm gonna end it with that with thanking you in terms of you understanding that this is important, it's important to our community. It's one of the number one things that we get back on our city-wide survey, community-wide survey in terms of how we are performing. City streets is probably the number one thing we hear and we understand that. We need to continue this process and again, I'd entertain any questions that you had but I just wanted to give you an update because we have spent a lot of money and it has made a difference and I think it's starting to show in our community. I'm gonna start for people. Do any other elders have questions? I know I have some, I'm older person, Decker, do you wanna go first? Unless somebody on the phone wants to maybe be easier for them or if they have any questions. Betty Rose, you guys still there? Yeah, still here, no questions. Dean, do you wanna go? Okay, good. The one question, one of the first questions, how come we don't include our numbers on there? I think for the public's view, I would prefer to see those numbers on there because people see that low number and then they kinda go, you're not doing as much. Are you talking about in terms of the planning mileage? Well, the numbers where he showed it on the screen for what we have done last year and things like that. It's a little hard to, I mean, I could estimate and maybe I could do that but what we do is we adjust, we kinda wait and see. Like right now, we have streets that we've identified that we wanna attack but it's very dynamic. Things come up, all of a sudden there's something else that needs to be repaired and then we jump on that. We adjust accordingly and we'll say hey, while we're in this area doing some utility work, the gas company was in this area or the water utility, we're gonna come in and pave behind them and extend. So I'm a little leery of promising, forecasting. Even though we're gonna do it, it's just, I don't have the actual streets identified. That's a little difficulty that we have. But I think we know what the budget figure is and I think what I could do is I could adjust that this week, talk and say on average and I can maybe have a range. This is where we project to be based on our budget. And I think that's fair. Yeah. I guess the other one that I was looking at, even like what you did last year, was that included, you said that, that wasn't included on this. Yeah, I would like to see that on there just because that's one of the, I agree with you that's the one thing that residents have the most, probably the most say about of anything, anything I've ever talked about.   I think this is a great, I see the steps going forward. I see it getting better. I agree with this program. So I guess that's all I have to say. Awesome. Cool, thanks Dean. I do got some questions, David, if that's okay. So I guess my first question is in terms of the graph that you showed the second to the last one in regards to mileage of streets resurfaced. I think of like, I get what you said to the older person, Decker's comments in terms of things do kind of change in ebb and flow. And you want to be strategic and smart about how you're prioritizing the roads and how we're repairing them. It's the biggest issue out there, I feel like in the city right now, besides obviously the coronavirus pandemic, but is there some way that you can kind of incorporate it in terms of planning and just educating the general public, maybe not necessarily saying like, we're going to fix this specific road. But in terms of like, two years from now we'll fix this road that has a pacer number of three or four and just sort of pull those roads together. I mean, I was looking at one of the numbers on the list. I think it was like, it's Lake Shore Drive from Wilson Avenue down to the railroad tracks. I mean, that's really rough right now. Yes. And I just imagined 2023 when that's planned to get repaired. I mean, three years, that's really going to look rough if we ignore it. So obviously we'll do some pot fulfilling and some work in terms of like that to make sure that we're maintaining and have the longevity of it. But just looking at the trends of this, looks like we're making progress and then it looks just like the stock market the last few days where it's just sort of tanking. And I think a lot of general public say, oh my God, what are you doing? So just in terms of how we communicate with our citizens and individuals, I'm sure that that's important too. I don't know if that was a question, but if you want to kind of explain. It's a good comment. And I don't have it in the slide, but I believe you had it as an email attachment was the map of roads that we've completed. Yeah, I saw that. As well as roads planned. And that's telling. Because then that gives you a visual when you look at the overall city and you see the number of streets that have been completed and what's being planned in the future. Again, I'm a little hesitant to put on what we do with our city crews. Because again, even right now, we had some of my streets identified this year that with the pandemic happening, we were going to do for instance, same in Avenue or in Superior as well. We're holding off on some of these and maybe shifting priorities again. But I do welcome your comment that I think what we can do is at least have a range in there of what we typically do, that we can anticipate. It's not going to say, this is the street where the city crews are going to be doing and we're going to be getting into your neighborhood and doing this. But it is a range that I think we're comfortable with showing that the city crews do typically one to three miles of paving on an annual basis. And this is where we anticipate these planned years ultimate miles of improvement. Yeah. And I think that's a good suggestion and we can update that chart. Yeah, definitely. And I think it just helps us elders. I would agree with our constituents. Not a criticism at all towards you, but I mean, it is shocking looking at the price jump of how much it costs just to repair a road within five years. I'm just imagining what the next five year looks like and then the 10 years down the road. I mean, I don't envy you and your job in making sure planning and figuring out how we can repair roads in a cost-effective way. And I believe that we have a great team that's doing that. I guess my question is how do we think the costs are going to impact planning and construction in the future? I mean, is it still going to kind of... It's still trending upward. And I think what that's why I think what you're seeing is we're focusing more with our city crews. So I think what's going to where we're headed into because we're cost-effective that our labor at the city is kind of a sunk cost. It's there. If they're not repairing roads, they're repairing sewers. They're repairing something else. So we know right now the focus is on the roads. So we've invested in the paver. We've invested in resources in terms of maximizing that. So I think what we're doing is instead of maybe going out and contracting a large number of roads, we're gonna look to maybe do contracting the milling of it and having our city crews pave. We're finding that to be more cost-effective because with us buying the asphalt from the county, it's much more cost-effective. So we're getting more miles of streets paved at a lower cost versus contracting. And ultimately, we wanna sustain the number of miles that we can do. And I think that's how we're gonna attack this. I think you're gonna see some changes within the capital improvements program in the next five years to enhance those efforts within our city crews. Totally. And I appreciate that. And I think right now you have a very supportive council that really does wanna prioritize road repairs. We hear it and you guys hear it. And I think I can speak on behalf of the committee and those on the phone. We appreciate the work that you guys doing in tackling this big, big issue head-on. So thanks, director, appreciate it. Appreciate it, thank you. All right, moving ahead, 4.1. This is in regards to Making Spirits Bright, report of the committee number 184-1920, resolution number 106-1920 by older persons, Wolf and Sorensen, authorizing, entering into agreement with Making Spirits Bright for the use of Evergreen Park for the Cori View Center for the annual Making Spirits Bright, drive through holiday lights display, recommending adopting the resolution as amended. The director, will you just wanna speak on this real quick and what we're doing? Okay, so we're gonna file this. I know that there's still- My understanding is we're gonna file this because Making Spirits Bright is still working with the other group and they'll be coming probably back with a new document probably to the new council and new public works committee after the election. Sounds good. Is there a motion to file? Motion to file. Is there a second? I'll second back there. Okay, Betty Ackley got that for the second. All those in favor of filing this motion, please say aye. Oh, we've got to do the roll call vote. Oh, let's forget that. Older person Decker. Aye. Older person Ackley. Aye. Older person Phillips. Older person Sorensen votes aye. In the opinion of the chairs, the ayes have it, that is approved. All right, next regular meeting will be April 14th, 2020. I'm assuming we'll do what we did with this and we'll have a accessible by call as well. Seeing that we've exhausted the agenda, is there a motion to adjourn the meeting? Motion to adjourn. There's been a motion. Is there a second? All right, Rose got the second for adjournment. All those in favor of adjourning, please state aye. It's an adjournment. Aye. Aye. Aye. We are adjourned at 622. Thank you, everybody. Thank you.


Good to be back with corporate governance and we were looking at the Cadby report last time and today we are going to move forward with what tends to supplement the Cadby report and we see that the Paul Ruthman and the Green Body Committee reports tend to further reinforce fine tune and augment the Cadby report. Now what happened is that when the Cadby report came out, there were certain observations which were made by the different stakeholders which resulted in certain controversies emerging and based upon those controversies and the various trends which were seen in the corporate sector, these two committees basically were constituted and they took the corporate governance regulations and the corporate governance stipulations many steps ahead. Now what we see in the Ruthman committee is that it was to deal with the controversial points of the Cadby report. It restricted the reporting requirement to internal financial controls only against the effectiveness of the company system of internal control. So what we see ladies and gentlemen is that when we are talking about the effectiveness of the company's internal control system then it is very very important that it is limited to the domains of internal control and it does not talk about all different dimensions of control. So to streamline the Cadby report the Ruthman report basically gave this recommendation that it should be limited to internal controls and secondly the company's effectiveness based upon these internal controls became the stipulation which emerged from this particular committee. Now when we talk about the final report which was submitted the committee had some progressive elements notably the extension of the director's responsibilities to all relevant control objectives including business risk assessment and maximizing the risk of fraud. So what we see is that even though it focused upon the internal controls but yet it also expanded the director's responsibilities to ensure that all relevant control objectives which would be covering risk assessment and also minimization of risk of fraud were also encapsulated within the job description and within the responsibilities of the different director. So this was a major way forward and it was notably something which was very significant and also attributed to the reinforcement of the Cadby report. Now what we see is that when we are talking about the Greenberry committee then this committee also was formed to basically again analyze and look at some undulations and some infrequencies within the corporate setup and the most important one was that in the 1990s we see that because many public utilities were privatized therefore we see that the pay structure of the CEOs and of the directors multiplied many fold and in some instances became astronomical and were actually a matter of great concern because most of the profits were being consumed in the salaries of the CEOs and the directors while on the other hand what we see is that the lower staff and the number of human resource was also limited and constricted and restricted so therefore there was a big gap between the senior management and the board and the lower staff and their emoluments their benefits their remunerations and also the fact that how they would be benefiting from the organization and this gap had exponentially grown and another thing that we see is that the price of products and services was also increased so that the public sector companies would get more and higher profits and would be able to generate more profits throughout the whole process and that again was undermining one of the primary stakeholders which were the clients so what we see is to benefit one small stakeholder which is the top management the other two major stakeholders were compromised and therefore this Greensbury committee basically came into existence to look into all of this to analyze all of this and to rationalize this relationship of remunerations benefits emoluments of all the different main stakeholders and also to see that there should be a level pricing field for the consumer also and it should not get out of hand so that way this Greensbury committee is very very important and what we see is is that all these actions invited huge public and shareholder criticism about large listed companies the issue of directors remuneration was also debated in the administration and corporate circles in England so this became a major debate and based upon this debate this Greensbury committee basically came into existence which was under Sir Richard Greensbury in 1995 he was the chairman of Marks & Spencer one of the largest retail store companies in the whole of UK and the terms of reference of the committee was to identify good practices in determining directors remuneration and prepare a code of such practice for use by public limited companies in the UK but even though it was for the public sector but yet the private sector also benefited because these were very concrete recommendations these were rationalized and very practicum focused recommendations and also the gap between the top management the middle management and the lower management and again in relationship to the client base and what the client base was basically paying to the company all of this was rationalized and therefore led to corporate governance and good governance now the committee focused the deliberations on the remuneration policy the service conditions the compensation of directors and disclosure of directors compensation and code of best practices in this particular respect so we see that all of this was streamlined by this particular committee and many rationalized stipulations and regulations emerged which ensured good corporate governance in all of these organizations primarily public sector but also covering the private sector now what we see is is that the committee also recommended that all listed companies registered in the UK basically would be also covered through this code to the fullest extent practicable company should include a statement about the compliance in the annual reports to shareholders and any areas of non-compliance should be explained and justified so again what we see is is that the whole committee was able to come up with a stipulation of recommendations which rationalize the whole context and most importantly identified areas of non-compliance which would have repercussions for the top management and also for those companies under those internal audit regiments so this is extremely important and we see that in the context of compliance we see the committee further recommended the london stock exchange would introduce the following continuing obligations for listed companies so these two very important areas basically emerged in which we see that this annual remuneration committee would be generating reports to the shareholders in their annual report and also would have a complete section explaining and justifying any areas of non-compliance so this was a major breakthrough for the benefit of all of the stakeholders and we see that from this one we see that there were no secrets and there was nothing which was being kept from all of the shareholders and the different stakeholders the second point that we see is that it would also cover the different provisions of the code and what was seen is that any changes of working related to the technical reasons or to legal reasons would also be encapsulated within the particular code and that these legal and technical aspects would be covered by the corporate governance code of conduct so what we see is is that both of these reports were very instrumental in taking the corporate code of conduct forward and also rationalizing the Cadby report and secondly the inadequacies and the in equilibrium and the imbalance between the board of directors the top management the middle management and the lower management and all of the stakeholders was basically streamlined and rationalized so this is the importance of these two different reports which added value in the context of corporate governance throughout the world because they became international benchmarks and again stipulations to be followed by countries around the world thank you so much