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Order the Tuesday, June 2nd,

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2026 meeting of the City of

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Port Washington Common Council.

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If you'd all rise and join me in the Pledge of Allegiance.

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The Pledge of Allegiance to the flag of the United States of America

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and to the republic for which it stands,

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one nation under God,

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indivisible with liberty and justice for all.

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And just a quick comment,

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the mayor is out of town and excused.

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And I will be presiding and voting tonight.

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With that, we'll move into public comments and appearances.

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Individuals wishing to speak during public comments will be

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limited to a maximum of three minutes per speaker.

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The common council has this discretion.

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May limit the total time for public comments

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to a maximum of 30 minutes for each public comment period.

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We have public comments.

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And name and address, please.

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It could you please sign the clipboard as well.

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Thank you. Done.

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Tracy Finch, Port Washington, Wisconsin.

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Members of the council and the mayor when he listens to this recording.

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I am here because our community is being treated as expendable.

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And I refuse to let that go unchallenged.

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Vantage plans to run the diesel fired emergency generators 45 days every year

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four at a time blasting toxic exhaust

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into the same air our children, seniors, families breathe.

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They keep repeating. It's only an hour.

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But that's not how the human body works.

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Pollution hits in violent spikes and those spikes land on real people

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with real lungs, medical conditions, and vulnerabilities.

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These emissions aren't abstract. They worsen asthma.

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They trigger heart problems. They inflame respiratory illness.

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They settle into the lungs of kids at Thomas Jefferson Middle School.

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They drift into the homes of newborns.

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They hit the bodies of people already fighting to stay healthy.

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And all of this is avoidable. Other cities have demanded cleaner systems,

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battery storage, natural gas turbines, fuel cells, hybrid microgrids.

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These technologies exist right now. Vantage could choose them tomorrow.

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The only reason they haven't is because no one in leadership has required it.

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I am asking you, the majority of you, directly

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to step up into leadership vacuum. If the mayor won't stand up,

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or someone stand here, and defend the health of this community,

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then you must. You have the authority to insist on cleaner alternatives.

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You have the responsibility to protect the people who elected you.

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And you have the chance tonight to show that Port Washington's health

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is worth more than a corporation convenience.

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Port Washington is not disposable. Our health is not negotiable.

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Our families are not collateral damage. And the cost of doing nothing will

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measured in the longs of people you swore to protect.

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It costs we cannot afford.

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Thank you. Other public comments, appearances?

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Okay. We'll move on to the consent agenda.

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I'm looking for.

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And looking for all those in favor?

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All right. Opposed? Thank you.

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So, Mayor's business, we have two appointments, which is different than what

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we were previously sent. We have, for Board of Public Works,

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we have Cam Polly being reappointed to the Board of Public Works.

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And then for Park and Recreation, we have Patrick Tierney being appointed as a new

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member of the community, as instead of as an

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older as he was in the past. So, look here.

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I'll make a motion to approve those appointments.

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I'll make a motion to approve.

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Second. All those in favor?

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Aye. Thank you.

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All right. Mayor's updates, I don't have anything at this point.

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So, we'll move on. Gerald and Dennis, you're up for the

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Harbor Commission Charter presentation.

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Good evening. Gerald, growing from the Port Washington Harbor Commission to present the

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2026 charter. Before getting into that, there's some background that you may or may not

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know about, but I found some of it kind of interesting.

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The Harbor Commission was established with the Wisconsin Statute 30.47 and 38.

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And the Municipal Chapters 8 to 19.

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And the next sentence that I'm going to read kind of sums up everything we do.

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The Board of Harbor Commissioners shall make such plans as it themes necessary

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for the improvement of the Harbor over which it has jurisdiction.

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The Board shall not carry out any such plans until approved by the Common Council.

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The Board of Harbor Commissioners shall have exclusive control over the commercial aspects

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of the day-to-day operations of the Harbor and its facilities.

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The Board shall fix fees and charges for the use of the Harbor facilities,

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except such fees shall be subject to the approval by the Council. So, in effect, we're an advisory

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organization. Our mission is to provide oversight for the Merida operation

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by developing policies and plans that guide the vision and provide fiduciary support.

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The Harbor Commission is scheduled to meet on the fourth Monday of each month at 7 o'clock here.

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The Harbor Commission was created by a resolution of the Common Council

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and as such, it's held that there will be seven members.

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Appointments to the Harbor Commission shall be made by the May or subject to confirmation

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by a majority vote of all of the Common Council. No person shall be appointed unless they are

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a qualified elector of the city and have been a resident of the city for at least three years.

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The term of each of the members is three years.

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The Mayor makes the appointments and they are approved by the Council.

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And the Harbor Master serves as staff liaison to the Board of Harbor Commissioners.

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Now, the strategic goals that we have this year and some of these we've been working on before.

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Establish a Harbor Security Plan with Ozaki County Emergency Management and the Police

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Department and the Fire Department. A design Merida's north building improvements

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maintain our elite fleet status through marinas.com based on customer reviews.

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Upgrade the Mermina software to include a complete point of sale system in the Merino

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Office and the fuel pier. Install permeable pavers to the south of the Fish Cleaning Station

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working with the DNR and other agencies.

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And then try to work with tourism people in town to

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maintain our commercial ports association status.

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Finally, we send a customer satisfaction survey to Merina tenants.

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The operational responsibilities are it follows. The Harbor Master creates the operational budget

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and capital budget prepared monthly reports.

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Harbor Master also is responsible for asset management including Merina equipment,

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control building, north building, main marina and north slip docks, fuel equipment and fish cleaning

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station. Harbor Master interviews and recommends employees for hire to the Harbor Commission.

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There's some issues we run into such as supply chain issues, labor shortages, economic downturns

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and securing grants to fund projects. We can counter that somewhat to closely monitor our

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inventory. We have increased, I guess you have increased the starting wage to $16 an hour to

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get suitable applicants so that the Merina will continue to run as a world class operation.

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And excuse me, we want to have competitive rates to ensure customers return year after year.

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We want to give customers the reason to come to Port Washington and again partnering with

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with local businesses and events. We work with the DNR and other organizations to aid in securing

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grants for upcoming projects. We measure our success by rankings, some reviews and the

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maintaining of the clean Merina designation that we've had for how many years, Dennis?

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It's going to be 15 years at the end of this cycle. And weren't we the first one? And we were

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the first ones in the state of Wisconsin. Again, we want to make sure that we handle customers

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complaints or concerns immediately. Stay within or below budget on capital and operational items

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and adjust a 10 year capital plan on a yearly basis. And there's just a couple more notes here that

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Harbor Commission agendas and packets are available on the city website. Annual reports are posted

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on the Merina webpage and department reports are submitted monthly to the DPW and Common Council.

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Do you have anything you wanted to add? No. That's all I have. Anybody have any questions?

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Thank you, Gerald. Any questions for the?

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Let's go really quick. The North building, what exactly was delayed until 2027, the design or

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the improvements themselves? I believe we don't have the design yet. We wanted to start it

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next year. It's been pushed on now to working with Rob to figure this thing out. It was about

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financing, wasn't it? Oh, it's financing. We don't have bids. We don't have a design yet. It just

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gets bigger. It's good to keep pushing and push it up. Yeah. Mark, we'll kick it off for you.

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Okay. Well, thank you guys. Nice job down there.

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Thank you. Thank you. President Benny. I have a question for him. Sir. Yes.

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This is an enterprise correct in our financial budget, meaning that it's not taxpayer funded,

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that this. That's correct. Service or amenity that we have for the city is it's self-supporting.

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Yes. And does the city provide any supported all other than assistance and maybe hiring

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people and things like that? But financially, it's what comes in is what you get to spend.

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Is that true? And actually, we give the city gets $50,000 a year in lieu of taxes.

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So this. Okay. Okay. And then totally off pace. We're renting a slip this time for the first

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time this year. Is there a bike rack near the harbor? A bike rack? Yeah. Yes. Okay.

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At where? Because staff did not seem to know where that was. It's at where the north building is.

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Okay. Thank you, sir. Your answer. Does that fish on it? Yeah, it looks like a fish. It's a circle.

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Thank you, sir. You wouldn't recognize it as a bike. Stand. That may be why. Thank you, sir.

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You're welcome. Okay. Sorry about that. All right. Thank you, guys. Okay. Thank you.

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Thank you. Move on to the 2025 city audit presentation. Is that you, Mark?

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Thank you for having me here again this evening.

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Brian Grunwald with Clifton Arsenal. And before I get started, I do want to thank Mark and

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your team for the cooperation assistance that we receive throughout the audit process.

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We ask for a lot of information. Mark is very detailed. We certainly appreciate that and all

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the cooperation. He's very responsive throughout the process. And from my perspective, it goes very,

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very smoothly. And in terms of the audit documents for tonight's discussion, you should have the

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audited financial statements as well as a governance communication letter. But for purposes tonight's

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discussion, I'm just going to go through a PowerPoint. It's very brief and high level.

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But if anyone has any questions about the audit process or the audit documents themselves,

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certainly please feel free to ask. Here we go. In terms of the discussion tonight,

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just a brief agenda in terms of what I'd like to walk through, I'm going to give you a very

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high level overview of the audit reports. There's actually two of them that are included within

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your audited financial statements and then also some required communications. I have very brief

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comments in terms of financial highlights. And then the reference to industry insights and emerging

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issues is really some regulatory standards that are that are going to be applicable for future

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engagements. This first slide here just gives you a summary and overview of the two different

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reports that are included within your financial statements. The auditor's report on the basic

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financial statements begins on page one. It is considered to be an unmodified opinion.

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Essentially means that I believe that your financial statements are complete and accurate in accordance

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with professional standards. That's exactly what you should hope or expect to see as part of the

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audit process. And then there's also a report on internal control. Again, the city is responsible

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for how things are done on a daily monthly annual basis. They're responsible for things like how

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you handle cash, how you process payroll, how you pay your bills. All that's considered as part

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of that internal control environment and control structure. We don't issue an opinion on that,

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but when we become aware of conditions which we refer to as findings, we are required to

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communicate those. So you have seen this reference to segregation of duties in the past. I would say

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very common for organizations of your size. You just need to understand that because of the size

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of the finance department and staffing, we do have a comment relative to how duties are

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segregated in terms of accounting and processing. Again, repeat comment, very common for organizations

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of your size. I also do want to point out or highlight that in the past we have had additional

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findings. There was one last year for 2024 that related to proposed adjustments that we made as

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part of the audit process. Happy to communicate that those have been resolved and no further

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findings related to that. Any thoughts or comment on that slide before I move forward?

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Okay. This next slide here included within the governance communications. There's a

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multi-page letter. It includes information that we're required to communicate as part of the

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audit process. It's very standardized accounting language. The topics that are included in there

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are very similar to what you've seen in the past. I just wanted to take a moment to point that out

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again because it is information that we're required to communicate. From my perspective,

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certainly nothing that I would consider to be unusual. No red flags are included in there.

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In the slide here gives you a few references to some of the topics that are discussed in

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there. Again, things like accounting policies, significant transactions, estimates. We always

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talk about estimates as part of the audit process. So standard communication, again,

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no red flags or no issues or concerns there.

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Then I just wanted to jump ahead and financially, I always like to take a look at your fund balance.

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That's really the most common metric for judging a municipality's financial condition. So I have

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a few slides here relative to fund balance. This first one is just focusing on your general fund

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and focusing on the history of what your balances have been. At the end of 2025,

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you ended the year at just under $3.7 million of fund balance reserves. That's the sum of the

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two different categories that you see on the slide here. Very comparable to how you ended the year

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2024. The sum of all of your expenses exceeded all of your revenues by $2896. So just a slight

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decrease in your overall reserves. And then you can see the reference to that. Okay, we'll jump

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ahead. This next slide focuses in that unassigned category, which is where most of your dollars

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were held. And from a benchmarking perspective, we always like to compare the amount of unassigned

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fund balance reserves that you have in comparison to the actual expenditures that are flowing

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through your budget. Again, for benchmarking purposes, the city does have a policy that's

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referenced there with a red line like to be a minimum of 20%. That blue line shows your actual

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experience. You can see you ended 2025 at 29.2%. The last several years being in a similar range

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there. The message being is you're above your policy, above your minimum policy. And certainly,

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I would consider that to be strong in terms of your overall fund balance reserves and condition.

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And obviously, I know a lot of effort goes into the budget process. Obviously, encourage those

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activities and initiatives to continue.

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Then this next slide here, just giving you a snapshot of your special revenue funds. And again,

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this just presents the balance that you have left in those reserves at the end of the year.

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And comparing back to the prior year at the end of 2024, you can see the different funds listed

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down the slide. Just referencing the total, you ended the year at just over $2 million in those

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funds up from $1.9 million for the previous year. Again, just really wanted to give you a snapshot

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of the balances left at the end of the year in those funds. And then if we jump ahead, this next

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similar information gives you a snapshot of your balances in both the debt service fund,

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as well as your capital projects funds. Do want to point out, when you look at the debt service

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fund, you do note the increase in that balance at the end of the year for 2025, really due to

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some police and fire impact fees and additional revenues coming in. And do want to remind you

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that those balances are restricted for future principal interest payments.

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And then if we move into the capital projects fund section, the first category there, the capital

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and special projects, always important to consider timing when you think enough capital projects

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funds. Think of the process of going through and doing things like issuing debt, for example,

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when is that debt and that debt proceeds received versus the timing of when you spend

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down those funds during 2025, you did issue 31.8 million of general obligation debt for the public

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safety building. And the reason that you have the 17 million at the end of the year is just because

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of the spend down and the unspent debt proceeds that you have received. And then also giving you a

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snapshot of the tax incremental districts. Just want to point out that numbers in brackets,

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those are deficits. So you can see that for 2024 and number number three. And then tid five,

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just pointing out emphasizing that the dash there's really a zero. So just wanted to point that out.

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So that's a very quick overview of your fund balance and your financial condition. There is

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more information, more detailed information included in your governance communication letter.

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Obviously, the financial statements also have a lot of detailed information. If you have any

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questions on any of that, either now or to future date, I'd be happy to come back and answer any

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questions. And then I just have a few slides here. The reference to GASB is governmental

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accounting standards board because you are a municipality, you are required to follow those

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standards. So just wanted to share some information with regards to upcoming standards that we'll be

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working through for the city. I'm not going to go into a lot of detail on these. The message that I

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want to leave you with is there's a few different standards. We will work with the city to make

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sure that they're properly implemented when they are required to be implemented. And on each

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one of the slides here, I listed the effective date in a real high level overview of what the

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statement represents or what we need to do. There's more information on our website if anyone

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cares to dig into more details on that. This first one here deals with financial reporting.

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The primary impact for the city is there's going to be a couple changes in terms of the

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presentation of your proprietary or enterprise funds and some additional information included

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in some of the budgetary comparisons in the future that will be implemented for 2026.

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We go to the next slide. Again, this one, GASB statement number 104, deals with capital assets.

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Again, really just additional information that we're going to be required to include within

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your financial statement footnotes. Again, also required to be implemented for the 2026 audit.

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The primary impact here really relates to the subscription assets and how we present information

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for those. And then this last one deals with subsequent events. By subsequent events,

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we always consider activities that occur after the end of the audit period. So think of that as

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January 1 after the audit up until the time of when we actually issue that audit. We're required

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to consider those activities. There is a new standard that provides a little bit more clarification

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on that. This one is not required to be implemented until 2027. Again, could result in some additional

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footnotes disclosures within your financial statements. And that is all I had prepared for

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you. But if you have any other questions about either the audit process or any of the audit

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documents, I'd be happy to answer any questions. Are those GASB standards substantial, Brian,

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your opinion or not, really? So as I've said in past years, the Government

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of Accounting Standards Board has certainly been very active, which is why we continue to see

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new standards out here. I will say in terms of the level of time and time commitment,

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the most significant one is going to be that GASB 103 with financial reporting

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because of the number of clients that we deal with. We work with templates and we have some,

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we can leverage some of that to gain some efficiency on that. So not extremely time consuming

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compared to some of the other ones that we've dealt with in prior years. 104 and 105,

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I do not anticipate being a significant impact on the overall audit time.

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The capital assets, though, that's all the capital assets within the city or?

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Exactly. Yep. We have separate footnotes for like water and sewer, for example, versus the

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government activities for the city. But yeah, it will encompass everything.

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Okay. One small question you may or may not be able to answer this. So our TIFF 5 is set up

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in a non-traditional way where we'll be paying as money comes in. So how is that going to appear

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or how will that be accounted differently or will it be accounted differently? What should we be

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looking for? Yeah, that's a really good question. And I will say this throughout the clients that

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we work with, we do see a lot of unusual or negotiated terms as part of tax incremental

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districts. We always review the project plan, which is the guiding document of the starting

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point for the arrangement. We also look at significant developer agreements and whatnot.

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So we have reviewed those. Mark and I have had multiple discussions on how things are going to

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be done and the accounting treatment and whatnot. So again, as part of that process, we take a

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lot of pride and diligence in making sure that when we come in and see the final accounting that

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it's consistent with your agreement. So we've done that. We've done some testing on that in

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terms of testing individual expenses and reimbursements. And it really tried to just step back and

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understand the plan itself. Any other questions? This question is for Mark. With the new

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requirements on the horizon, will this require you to have any adjustments or programming changes

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to BS&A or are we good? No, these are, I believe, much more financial reporting issues and shouldn't

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really impact our operations. Thank you, Brian. Thank you, Mark. Thank you. It's a lot of detail,

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and I appreciate you digging through it. Sounds good. Thank you very much. And like I said,

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if anyone has any future questions, please reach out. We'll move on to city administrator updates.

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I just have two things. One, we are going to be down a building inspector in July. So if anyone

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knows anyone, we are hiring tell your friends to hard market. And then the other one is we have

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some new staff. So you'll see new staff around the city seasonals. They really make it a great place

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in the summer to keep things flowing, especially like with the harbor and the pool. If you do need

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pool passes, I will recommend you those online. We're going to be down to staff here at the city

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hall the next two weeks, and it'll be a faster process if you go online. And I think that is all

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I have. Thank you. Any questions? All right. We'll move on to consideration and possible action

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for approval of the updated paramedic intercept agreement with blood products appendix.

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And the issue is should the city approve the updated paramedic intercept agreement with blood

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products appendix? And staff recommends approval of the updated paramedic intercept agreement with

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blood products appendix. Mark. Thank you, guys. This item was brought to the general government

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and finance committee earlier today. It is a small modification to the agreement that was approved.

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I think about in January. So we thought that with the addition of the appendix, it

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merited another process review by general government finance and subject to approval by the council.

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If you have any specific questions about the agreement, Joe is here to take them.

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Any questions for Mark or Joe?

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I'll make a motion to approve staff's recommendation.

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Okay. Motion is second. Any discussion on the motion?

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If not, all those in favor? All right. Those opposed? Thank you.

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All right.

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Now we'll move on to resolution 2026-07 approval of a bicycle and pedestrian plan.

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The issue is should the common council approve resolution 2026-07 approval of bicycle

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and pedestrian plan? And staff recommends approval of the resolution 2026-07. Rob.

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All right. So it's my pleasure to quickly go through our our bicycle and pedestrian plan.

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This has been something staff and our steering committee and the community as a whole been

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working on for nearly two years with tool design whom the city hired to complete this project after

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the city received a Wisconsin Department of Transportation grant to complete this work.

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So I'll quickly go through our agenda, which is project purpose, vision and goals, public

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engagement, plan recommendations, next step and plan adoption, which is what we're doing tonight.

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Okay. So real quickly again, the project purpose, real kind of, you know, to the point,

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we want to replace our 1996 bike plan that was severely outdated. And so it was good to

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take a fresh look at what the city is doing in the areas of walking, biking and rolling.

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It provides us guidance during project design. So we already have a complete streets policy,

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but this is a little more detailed so that, you know, we were getting bogged down in some of our

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design projects on, you know, sidewalk locations, things like that. And so we wanted wanted to have

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kind of a vision forward for what what walking and biking would look like in the future. So

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we'll implement we'll use this plan as guidance as we take on new projects. This will help us

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support grant opportunities. An example of that is the grant application that was approved at

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last month for the interurban trail. And as I just alluded to, this aligns with other planning

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documents, such as the downtown plan, our complete streets resolution, our comprehensive outdoor

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recreation plan and our subdivision code. And the bottom line, which I put at the bottom here,

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is that, you know, as far as purpose goes, you know, I feel strongly that no one should ever

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and no one in the city should ever feel like the only way to get from point A to point B

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anywhere in the city is by car. So anyone who wants to walk or bike anywhere in the city,

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they should feel like that is an option for them. Okay, so public engagement. I think this is one

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of the best public engagement endeavors we've taken on. We didn't we didn't have a public

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information meeting at City Hall. We went out to the people where they were. So we were out at

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up early park at the beer garden. We went to library at at the schools. We went down to the farmers

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market. And so we and we placed a yard sign scattered throughout the city asking for people to go

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online and and provide us with feedback on where they where they felt, you know, that we

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might have either gaps in our bike and pedestrian network or where they didn't feel safe. And so

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that gave them an opportunity to provide that that feedback. And we we received feedback from

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my I think 350 people. And so I thought that was, you know, excellent. Relatively a lot more

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input that than we get for other projects. So the vision. So our steering committee came up with

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the vision statement said that Port Washington is a place where residents and visitors of all ages,

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abilities and backgrounds choose to walk, bike or roll because it's safe, convenient, accessible,

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and enjoyable. And our goals. And we listed these when I submitted the grant application.

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Safety, of course, as goal number one. Two, obviously walking and biking improves our health and

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has zero carbon footprint on our environment. So good for ourselves, good for the earth.

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Network connectivity. Again, we want to be able to anywhere a person wants to go in the city

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Port Washington, they should feel that they are they're connected to. So we don't want gaps in

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sidewalks. We don't want streets that you can't cross. So that is all that has all been done.

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Certainly my time here very intentionally. So

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when we look at a highway for instance, highway 33 would be a great example. When we set out on

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that back in the early 2000s, I wanted to make sure that so often you find in the community

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that the that the highway that goes through the community and there's always a local highway

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going through a community. Sometimes that serves as a real barrier between North side and South

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side East side and West side. Didn't want that. So we created, you know, we created highway 33.

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It looks the way it looks. It has the roundabout, you know, for a reason. That was otherwise going

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to be a six lane intersection. And so we were able to really stress again connectivity around

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the city. And I'm happy to say I think that anyone can get anywhere in the city that they want to.

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So a mode shift from car to bike or walking again. We want people to have that option. We

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don't want them to have to get in a car because that's the only that's the only way to get from

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point A to point B. Economic development. Obviously, a number of people in our in our survey said,

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you know, they want to feel they want better connections to downtown. And, you know, I know

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several people who it is real important that they walk or bike to work. One person who works

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here as a matter of fact. And so, you know, that's really important to some people. And so

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this benefits economic development and equitable and accessible. And so,

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for instance, a huge driver for me for when we reconstructed Franklin Street in 2008.

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And when we eventually reconstruct Grand Avenue is making sure that it's handicap accessible. So

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downtown, we used to have 7% cross slopes on the sidewalks. If you were in a wheelchair,

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had any mobility issues, that was a real challenge for people. We flattened out those sidewalks and

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hopefully people have noticed. But we do still have some sidewalk areas in the city where the

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cross slope is not is not meet ADA requirements. And so, again, taking a look at these things,

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making them a priority is one of our goals. All right. And then kind of jumping ahead. So we have

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so we took inventory of our sidewalks, our bike network, and and our crosswalks and

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essentially the places where people want to go. So the libraries, I'm sorry, the library,

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the schools and the parks that's on the right hand side.

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Sidewalks and bike networks. So in red, you know, this is a tiny map, but in red, you can see the

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areas where we don't have sidewalk on both sides of the street here. And then it's noted down here

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where it's only on one side of the street. And then around the entire city, you know,

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we've identified gaps. So anytime we do have a road reconstruction, we look at where are their

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gaps? Where's their lack of connectivity? And so we often propose improvements to the

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pedestrian network when we reconstruct the street. Bicycle network,

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it's pretty comprehensive. There's different tools and there's a toolbox in the plan. I know

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you've all looked at it, but different methods of creating more connectivity on street biking.

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So including a bike boulevard or a restricted lane. So different tools to identify safe biking

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paths that will get you either to the schools again or the Inner Urban Trail, etc. And I do

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want to mention, and again, I know this is really small, but I know when we talked about the

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underpass for the railroad off of Spring Street and eliminating that crossing on Oakland Avenue,

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that there wasn't a great awareness that that is something we have been looking at for a number

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of years. There are a couple other areas and one that I'm sure you know well is one area of

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improvement that we'd like to see is to get this walking and biking area in Upper Lake Park

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off street. It's great for adults who are able to utilize it, but not as great for kids who are

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trying to walk to the playground to have to walk inside that four or five foot wide pedestrian area.

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And then we have a number of people, especially in the Lake Ridge subdivision.

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If they want to walk to high school or the middle school, the only safe way is to go all the way

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down Spring Street over to Grand Avenue and then back up the hill. So we're looking for a connection

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here along more road. That's one of our long-term goals to get that connection.

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Improved. So just a few of the highlights. Near-term network network. So we have short-term

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goals, medium-term goals, long-term goals. So this just kind of hits on some of the near-term

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accomplishments. We are low-hanging fruit that we think we can reach relatively quickly with

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these bike boulevards and restricted lanes. And then as I just mentioned, so we've broken it down

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in the short-term, medium-term and long-term. And again, I know on the right-hand side,

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it's not really intended to be legible, but I'll read it anyway, because these are three of the more

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important goals for short-term is one regularly report on the progress of the port of port moves

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to standing committees and groups. And so I want to get in the habit of that with Board of Public

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Works to bring, to highlight how in every project we do that we're going to integrate what we have

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in this plan into our projects. And we do it on a regular basis, but we don't really kind of,

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we don't really highlight it. So we will be doing that on a quarterly, it's our intention to do

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that on a quarterly basis. We'll include items here on our 10-year CIP.

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And then the third here is hosting pedestrian or bicycle encouragement events. So that's really

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working with, mostly working with Main Street, working with the school district and the police

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department to kind of encourage, encourage that walking and biking. So, oops, last slide.

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And I just wanted to say that the steps we've taken so far, we took this to Board of Public Works,

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which was approved at unanimously on May 12th. And then on May 27th, so just last week,

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it was approved by the traffic safety committee. We'd like to adopt the plan by passing the resolution

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tonight, and then get going on, again, CIP programming, grant funding, and regular reporting on progress

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to BPW. So, and as I mentioned in the memo, anything that's included in this plan still goes through

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the regular process of committee budgeting and those approvals. So this, again, just provides

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guidance and informs our decision-making and is just another tool in our toolbox to

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essentially improve active modes of transportation. And that's it. Questions for Rob?

417
00:43:19,240 --> 00:43:24,600
I was, since all the other woman and Miller brought it up, do we have an inventory of our

418
00:43:24,680 --> 00:43:30,200
the bike racks in town on public and public spaces? Is that something that we would do or have?

419
00:43:31,560 --> 00:43:37,720
Inventory? No, I don't. I guess Rob, and information on where our bike racks are in town?

420
00:43:39,160 --> 00:43:46,280
No, I just, I think they're all up here. Yeah, but no, yeah, we don't. I mean, that's something,

421
00:43:46,840 --> 00:43:52,200
no, just curious, something that could be done. I had already emailed Rob about this and got

422
00:43:52,280 --> 00:43:55,800
some good feedback from them as well, but from who? From you? Oh, okay.

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00:43:57,240 --> 00:44:03,480
About providing a yearly report to this body as well, just in case so we can, we can know about

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00:44:03,480 --> 00:44:07,160
this ongoing progress. I think that was the key distinction that I thought of when I was reading

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00:44:07,160 --> 00:44:11,560
this, is that it's driven from the downtown plans, and that the downtown plan is a bit more aspirational,

426
00:44:12,280 --> 00:44:15,720
longer-visioning. I mean, I think, I mean, Mr. Harris would agree with that.

427
00:44:15,720 --> 00:44:19,240
The more visionary, this is a bit more tangible and concrete that this is, these are things that

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we would actively look to implement over the coming years and decades. So I think I want that

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00:44:23,400 --> 00:44:27,480
to be clear to this body is that these are good, these are ideas that are tangible and concrete

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that we would want to accomplish. So yearly reports and, of course, quarterly reports that

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00:44:32,120 --> 00:44:36,600
BPW would be appreciated. So thanks, Rob. It's a very good document. Thank you.

432
00:44:38,520 --> 00:44:45,400
And then all I had, Rob, I think it's great that we reviewed a traffic safety last week, and I'd

433
00:44:45,400 --> 00:44:51,320
like to see some of those short and long-term goals. And from a traffic safety perspective,

434
00:44:51,320 --> 00:44:57,560
we need to do them. Some of them are not as significant, some are more significant.

435
00:44:57,560 --> 00:45:01,640
But for those of us with day jobs, could you guys provide a synopsis of what traffic safety

436
00:45:01,640 --> 00:45:08,520
talked about in regards to the bike plan? It was more of, we're going to look at our charter and

437
00:45:08,520 --> 00:45:14,600
the goals for the charter in alignment with some of the items in their type of thing.

438
00:45:16,280 --> 00:45:23,320
So any other comments or questions? If not, I'll look for a motion on that.

439
00:45:23,320 --> 00:45:28,520
I move to approve resolution 2026-7. I'll second that.

440
00:45:28,520 --> 00:45:35,080
Okay. All those in favor? Aye. Aye. And opposed? Thank you.

441
00:45:36,760 --> 00:45:44,120
We'll move into our second public comment appearances session. Anybody have public comments?

442
00:45:46,120 --> 00:45:48,680
And again, if you could share your name and address.

443
00:45:51,000 --> 00:45:56,920
Tracy Finch, Port Washington, Wisconsin. Members of the council and for the mayor when he listens

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00:45:56,920 --> 00:46:01,800
to this recording. I'm also here because the people of Port Washington are being asked to tolerate

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risks that no responsible city should ever allowed. First, let me be absolutely clear. There must

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never be any living corridors, temporary housing or worker suburbs on or belonging to

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00:46:15,880 --> 00:46:22,840
vantage property. Not now, not later, not under any future phase. The trailers on site may be

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00:46:22,840 --> 00:46:29,880
labeled as offices, but the residents have seen what they look like. If they are truly not housing,

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00:46:29,880 --> 00:46:35,880
then the city and vantage should have no problem proving that. In writing with inspection,

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00:46:35,960 --> 00:46:42,760
with enforceable restrictions. Because once temporary housing appears, it becomes nearly

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00:46:42,760 --> 00:46:49,480
impossible to remove. And our communities deserve certainty, not loopholes. But this issue goes far

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00:46:49,480 --> 00:46:56,040
beyond trailers. Everyday residents are dealing with noises, stress, uncertainty, and the constant

453
00:46:56,040 --> 00:47:02,680
disruption of this project. People are overwhelmed, people are anxious, are reaching their limits.

454
00:47:02,680 --> 00:47:07,720
This is not hypothetical. It's happening right now in our neighborhood and our homes, our families.

455
00:47:08,280 --> 00:47:13,720
And the message residents keep hearing is that if they need help, they should pay for it themselves.

456
00:47:13,720 --> 00:47:20,360
That's not acceptable. This anxiety did not appear out of nowhere. It's a direct result

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00:47:20,360 --> 00:47:28,760
of the decisions made by city mayor Theodore Nitsky IV, town chairman Michael Didier,

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00:47:29,320 --> 00:47:35,240
and this administration and the majority of this council, decisions that gave

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vantage, enormous freedom, minimal transparency when a city's actions create community-wide

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00:47:42,040 --> 00:47:48,680
stress, the city has a responsibility to provide support. So tonight, I'm asking you,

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00:47:48,680 --> 00:47:55,720
because the mayor is not here to answer for any of this, what steps will you take to ensure

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00:47:55,720 --> 00:48:01,320
no temporary housing ever appears on vantage property? What steps will you take to provide

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00:48:01,320 --> 00:48:06,600
mental health support to residents who are struggling? And how will you guarantee that

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no one in this community is left to carry this burden alone? Port Washington deserves leadership

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00:48:12,360 --> 00:48:19,320
and tonight that responsibility falls on you. Thank you. Other public comments?

466
00:48:20,040 --> 00:48:27,000
Seeing none, good for a motion to adjourn. All those in favor?

467
00:48:27,000 --> 00:48:29,000
Aye. Thank you.

468
00:48:29,000 --> 00:48:33,000
Rejourn.