Any idea of uh retreat was a two-day affair where we would have had a lot more time and time to thrash out so many more priorities.

Right now for me it seems like we are just 30,000 feet.

And um if we were to actually give a direction, it'll be extremely broad.

And I also love to have many more heads of departments here, so that we would have come across something more meaningful at the end of the day with with almost very good source of information being provided.

So I understand your frustrations with the retreat, and you can certainly add that to the evaluation.

I think you know I'm talking of limitations, not frustrations.

Okay, and how would you define success given that it is a one-day affair and we've already covered what's on the agenda today?

How will you know whether or not that was I think it's a very limited ask?

Just saying that a broad direction, if you get able to give to the staff, hopefully when it comes to decision time in the book session, nothing is eliminated from this because you're not deciding what is our priority at this point.

We're just giving general directions, not so broad direction will be how we measure success today.

But I will say just that we think more long term.

That our plans and our priorities are long term.

Good news.

Between the 10 year and the CIP, we will have an opportunity to think about longer term.

So I hope we end the day with that.

That's a great success metric to think about.

I love retreats because it gives us a chance to step out of our you know, the details, if you will.

Um for four years we've done this and we've set goals at 10,000 feet.

I'm hoping that we could stitch together what we have done for years, the last four years, and then we can take those and move those forward as well as come up with 10,000 foot vision as far as where we're going to go.

Um if we can settle on uh four to five high level points that you know take us to year number two, three, and uh and eventually number four in this term.

So high level, high-level uh goals that we all can live with.

Fantastic.

So high-level goals.

Longer term thinking moving forward, big picture, broad directives, roadmap, goals for 26, clear direction and priorities and projects.

Those are all great success indicators and things without our discussion today really lines up with nicely.

So it's always good to know where you're coming from.

The other thing I asked you to think about was looking back at 2025.

What something that we advanced, completed, achieved, of which you are proud.

It would help.

I brought more copies of our year in review documents.

If you need some decision prompts there.

But my goal is just start thinking about what something we did in 2025, which you're I can kick us off.

Um it's I'd be lying if if I wouldn't if if I wouldn't disclose that I was extremely frustrated, maybe from July, second half of the year at times, I thought the election was such a distraction um that I I was so frustrated that I didn't feel that we were separating the two, like focusing on y y'all's campaigns, but while we getting the city city's business done.

And then when I really jumped into the weeds with the uh the year in review, to a degree there was a lot there were uh kudos to staff for keeping the focus and not letting the board's issues impact execution.

So uh I again kudos to staff on follow-through.

Um I was really reflecting on on some of the things that we um completed so holistically I uh as I was looking at the list um when uh Kimberly first gave it, uh it was pretty remarkable.

But from my point of view, um some of the things um the public safety elements like coordinating with Emory Johns Creek to enhance the fire department training.

So it so it was um a collaboration between our uh community units, so like enhancing public safety, but also enhancing the skill set of the fire department.

I like that we focused on bridges uh that our infrastructure to make sure that wasn't becoming dilapidated, it's not sexy at all, but um the fact that we did focus uh on the infrastructure there.

I like the um you know you all have had to pull me along um on some of the economic development stuff, but I do think I think it was March, April, uh somewhere in the spring we did uh have a plan for economic development, which was good.

Um and then progress on the boardwalk.

Um so I think we had a number of our um strategic priorities.

And we really did work on a lot of transportation, but um from what I'll say later on our strategic priorities.

I I would like us to leverage technology across the board uh more.

But um yeah, we we did a lot.

So depth and breath across strategic priorities.

Absolutely something we have.

For me, I'm looking more from the the town center area.

It's being yes, we are talking about like town central area and activation.

It does add multiple elements like economic development.

So if you take boardwalk at town center, it's it's more like a conduit connecting the all the elements, like including the medley and the like businesses on the other side of 141.

So it's it's it's a great step on the on this park and also scientific starting in there.

So it's there are a lot of uh components that happen within the town center area that definitely activated and like it's it's helping the economic development part and also uh creating that uh live work play environment that's gonna attract the next generation.

Absolutely the vision and plan to create a live town center took many, many steps forward in 25.

The direction of this council.

It's a great highlight.

Sure.

I can keep going.

Sure, sure.

Uh so the single most um area that I'm I'm proud of is the uh is the boardwalk.