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date: 
source: 2026-04-28_Work_Session_Meeting/DAY_1_-_MARCH_4th_2026_CITY_COUNCIL_PLANNING_RETREAT
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 CITY COUNCIL PLANNING RETREAT
 SUMMARY MINUTES
 WEDNESDAY, MARCH 4th, 2026
 8:30 A.M.
Mayor & City Council                                 Administration
Mayor Jayden L. Williams                             Shawn Edmondson, City Manager
Mayor Pro Tem Elton Alexander Dist. 5                Frank Milazi, City Treasurer/CFO
Councilmember LaKeisha Gantt Dist. 1                 Cassandra Lester, Interim City Clerk
Councilmember Antwan Cloud Dist. 2                   Quinton Washington, City Attorney
Councilmember Kyle D. Berry, Sr. Dist. 3             Megan McCulloch, Associate Attorney
Councilmember Yolanda Barber Dist. 4
Mission: Is to provide visionary leadership and superior municipal services that enhance the
   quality of life for citizens while creating a welcoming business atmosphere focused on
 sustainability and expansion of tourism and cultural events.

Facilitators: Michael McPherson & Pete Pyrzenski of Georgia Municipal Association

Staff Present: Decius Aaron, Public Works Director; Ryan Anderson, Community
Development Director; Tiffany Burke, Management Analyst; Lisa Fareed, Interim Economic
Development Director; Richard Godfrey, Interim Police Chief; Demeatrius Ivy, Information
Technology Director; Tranita Jones, Executive Assistant to City Manager; Dwayne Pollock,
Human Resources Manager; Rosalynd Rawls, Executive Assistant to Mayor & Council;
Genea Stanley, Court Administrator; Shana Thornton, Public Information Officer; Charisma
Webster, Events Manager


Day one of the City Council Planning Retreat commenced. The interim clerk visually
confirmed attendance, and a quorum was established. Councilmember Kyle Berry was not
present.

Welcome, Outcomes, and Ground Rules
The retreat began with facilitator Michael introducing himself and co-facilitator Pete from the
Georgia Municipal Association (GMA). He shared his 30 years of local government
experience, including 14 with GMA. Pete, with nearly 28 years in local government and 20
as a city manager.

The facilitators set ground rules, emphasizing equality, a focus on the future, community-
wide thinking, and the importance of trust and respect. They encouraged direct
communication and followed with exercise where attendees shared one word about their
feelings on the city's direction, with responses like "excited," "welcoming," and "historical."

Pete Pyrzenski led a vision exercise where council members and staff chose cards
representing their current vision for the city. Michael McPherson emphasized fundamental


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governance principles, noting that "politics is perception" and that local issues impact higher
political levels.

The discussion highlighted the importance of leadership, with management setting the tone
through their actions, impacting staff morale and public perception. Council members, unlike
staff who require qualifications, rely on votes, making their example crucial. Professional
conduct is essential, as any lapse can demoralize the public and staff.

The session also addressed the council-manager government structure, where council
members guide the community while under public scrutiny, and the city manager oversees
daily operations. He also discussed the risk of ultra vires actions, which can create liability
for the city when elected officials operate beyond their authority.

The facilitators emphasized that building organizational trust requires not interfering with
each other's roles, having written protocols in place (SOPs that protect both staff and
council), understanding good governance principles, and operating under a comprehensive
strategic planning process.

The session concluded with emphasis on the fundamental principle that team formation
requires the ability to count to three (achieve majority consensus), which depends on
council members' ability to communicate effectively, understand each other's perspectives,
and build the trust necessary for collaborative decision-making. The facilitators stressed that
without this foundation, the council cannot effectively serve their constituents or move the
city forward strategically.

Governance and Team Operating Model
The facilitator emphasized that while council members don't need to be personal friends,
they must maintain professional relationships and understand each other's perspectives
when conducting city business.

The discussion highlighted the importance of regular communication among council
members. The facilitator recommended that council members establish a routine schedule
for communicating with each other - whether weekly or bi-weekly - to build understanding
and trust.

The conversation addressed the administrative responsibility of the City Manager Shawn
Edmondson, who must balance communications from all council members while protecting
staff from conflicting priorities and instructions. The facilitator explained that when staff
receive conflicting directions from multiple leaders, it disrupts their ability to maintain proper
priorities.

Roles and Responsibilities
A significant portion of the discussion focused on clarifying roles and responsibilities,
particularly regarding who serves as the city's CEO.

There was discussion about language in the city charter that references "CEO" under both
the mayor's and city manager's responsibilities. The facilitator clarified that the CEO
reference under the mayor's role applies only when there is no city manager in place, at
which point all administrative responsibilities fall to the mayor until an interim or new city
manager is appointed.


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Councilmember Gantt raised concerns about staff feeling compelled to act on individual
council member requests without proper council approval, noting instances where staff may
have responded to persistent requests to avoid continued pressure. The facilitator
emphasized that staff should only act on direction backed by council votes, regardless of
the tone or persistence of individual requests.

The discussion included recognition that some charter language needs clarification. There
was mention of previous charter changes, including modifications that allowed the people
rather than the council to select the mayor, and discussions about the mayor's veto power.

Communication and Professional Relationships
The discussion reinforced that while council members represent individual districts, they
must work collaboratively as a whole since they don't vote by district. The goal is ensuring
collaborative decision-making that benefits the entire city.

The facilitator emphasized the importance of the mayor and city manager working in
lockstep, particularly given the mayor's role as the face of the city. They need to establish
regular communication schedules and coordinate their efforts to form consensus among
council members and ensure ideas flow effectively.

Strategic Plan Re-Anchor
The facilitator discussed the comprehensive plan and its role in guiding city priorities. The
discussion emphasized that while the comprehensive plan provides broad guidance, the
council's priorities can be more specific and targeted, as long as they align with the
comprehensive plan's overall direction.

Governance and Team Operating Model
The facilitator presented governance principles and organizational keystones for effective
team operations. The discussion covered three primary groups involved in local government
operations: elected officials, managers, and professional staff, emphasizing the importance
of understanding each other's perspectives to remove friction and misunderstanding. The
presentation highlighted that success depends on the ability of these three groups to work
together effectively.

Key principles of civility were discussed, including being considerate of others' opinions,
managing emotions, making points about issues rather than people, active listening, and
learning to engage respectfully. The facilitator emphasized the importance of the acronym
"QTIP" - QUIT TAKING IT PERSONAL - and stressed the need for empathy in all
interactions.

Strategic Priorities Deep Dive (Part I)
Presentation: Adam Price (Falcon)
Adam Price from Falcon Engineering presented information about various infrastructure
projects. The discussion covered multiple initiatives including downtown connectivity
improvements and trail development.
Price presented plans for a trail extension project downtown that would provide better
access to the amphitheater and improve connectivity throughout the downtown area. He
explained that the project would cost approximately $1.5 million and noted that the city had
$2 million allocated in T-SPLOST funding.




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Mayor Pro Tem Alexander suggested moving forward with authorizing the full design phase
of the project to be ready for construction. Mr. Price explained they would need a task order
from the council to proceed with the design work.

Councilmember Cloud expressed strong support for the project, noting its importance for
downtown development and access to the amphitheater. He emphasized that the current
access from the eastern side was inadequate and that this extension was one of the key
reasons the city wanted to expand downtown connectivity.

Motion: Councilmember Barber moved to increase the task order for Falcon Engineering to
five hundred thousand for phase one design plan. Councilmember Cloud seconded the
motion. The motion passed unanimously 4-0

Additional discussions covered parking concerns for downtown events and the
amphitheater. Councilmember Barber suggested implementing paid parking for special
events, noting that while the city couldn't control all parking issues, they could establish
policies to help manage downtown parking during concerts and events.

Price also discussed Falcon Engineering’s role in overseeing construction projects and the
bidding process. Price explained that they typically help the purchasing department oversee
construction and bidding for all projects they design. He provided an example of a recent
project where they recommended against accepting the lowest bidder due to incomplete
documentation and past performance issues with change orders.

Strategic Priorities Deep Dive (Part II)
This session continued from Part I, focusing on refining and solidifying the city’s strategic
priorities. Council members and staff analyzed ongoing projects and future initiatives that
will impact downtown development, infrastructure, and community engagement. A
significant portion of the discussion centered around downtown revitalization efforts:

Pedestrian Pathways and Trails: There is a strong emphasis on expanding pedestrian
pathways and trails. Planning and budgeting are underway for design and construction
phases, with rough estimates indicating approximately $1,500,000 available for certain
construction projects. Staff provided insights into project phasing to avoid bottlenecks with
trail infrastructure and sidewalks.

Parking and Business Community Concerns: The council deliberated on the current
demand for downtown parking and concluded that demand is presently low. The consensus
was to hold off on pursuing new parking projects until clearer demand emerges and
feedback is received from downtown businesses. Additionally, they discussed potential
parking fees for special events at the amphitheater to help manage resources responsibly.

Infrastructure and Project Management: The city’s bid processes for construction
projects were explained, highlighting the importance of using vetted contractors. Past
experiences were cited where low bids were scrutinized for compliance and quality
assurance. The council emphasized maintaining a contingency reserve of around 10% in
project budgets to address potential change orders without needing additional council
approval each time. Recent bid projects showed competitive pricing well below engineer
estimates, reflecting shifting market conditions.




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Sewer and Grease Trap Updates: Updates on sewer and grease trap infrastructure for
downtown restaurants were reviewed. Task orders for necessary upgrades, including
updated sewer plans, were discussed, with preparation underway to issue Requests for
Proposals (RFPs) once approvals are secured.

Coordination with Utilities: Staff assured ongoing collaboration with Georgia Power and
other stakeholders for utility surveys and infrastructure needs in downtown project areas.

Legal and Contracting Considerations: The possibility of using on-call contractors for
specific pedestrian pathway improvements was discussed, pending legal review to
determine the feasibility.

Outcome:
The city council agreed to proceed cautiously with downtown infrastructure and
development projects, prioritizing strategic allocation of funds and responsive engagement
with local businesses. They authorized moving forward with

   •   Downtown trail and pedestrian pathway expansions — This encompassed
 expansions to trails within the downtown area to improve connectivity and access.

   •   Sidewalk improvements — Particularly those in areas where the city already owns
 easements or property, such as the corner at Second and Tie streets

   •   Back Alleyway project sewer and grease trap upgrades — Updates to
 existing sewer infrastructure and installing individual grease traps for downtown
 restaurants were also set to move forward pending task order approvals.

Strategic Plan Presentations by Department (not all departments presented in person
due to time constraints).

Clerk Office Department:
Interim City Clerk Cassandra Lester presented the Clerk’s Office strategic update, focusing
on what was completed under the 2022–2026 plan and what needs to improve moving
forward. The update centers on maintaining the Clerk’s core responsibilities while making
internal adjustments to support consistency and long-term operations.

 Previous Plan Performance
 The 2022–2026 strategic plan was completed at an estimated 70%–100%, showing
 that most initiatives were carried out, though not all at the same level of consistency
 or impact.

 Shift to Internal Restructuring
 The next phase is not about adding more initiatives but restructuring tasks and
 workflows to better align with the Clerk’s office responsibilities as outlined by the city
 charter.

 Focus on Continuity & Role Clarity
 Efforts are centered on ensuring departmental continuity by clearly defining roles and
 making sure essential functions are consistently covered through cross-training and
 task restructuring.


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 Back to Core Function
 The Clerk’s Office is prioritizing its primary role of being the office of legislative
 history, legislative support, records management, and compliance without expanding
 beyond what the department is structured to sustain.

Human Resources Department:
Human Resources Manager Dwayne Pollock presented a forward-looking plan to
modernize HR operations, strengthen leadership, and improve employee engagement
across the city. While acknowledging that the city’s cultural transformation is still in
progress, the strategy focuses on aligning workforce structure with leadership priorities,
improving systems and processes, and building a more engaged, accountable, and service-
driven organization.

 Workforce Alignment & Job Analysis
 A comprehensive job and compensation analysis is being proposed to ensure every
 role and classification supports the Mayor and Council’s goals, helping better align
 staffing with city priorities.

 Employee Development & Engagement Focus
 New initiatives like the REACH customer service training, monthly “Lunch & Learn”
 sessions, and employee recognition programs aim to boost morale, reduce
 compliance issues, and create a more engaged workforce.

 Leadership & Onboarding Gaps Identified
 There is a strong push to implement structured new hire orientation and dedicated
 training for managers and supervisors, addressing gaps in leadership readiness and
 onboarding processes.

 Modernization of HR Systems & Processes
 A major priority is transitioning from inefficient paper-based systems to a fully
 integrated HRIS platform, improving payroll accuracy, data security, and overall
 operational efficiency from hiring through retirement.

Executive Session
The Council adjourned to executive session to discuss real estate, personnel, litigation, and
cybersecurity matters. No actions were reported upon return.


Adjourn:
Day one of the Planning Retreat adjourned at approximately 5:46 PM.


Respectfully submitted by:


_______________________________                      ___________________________
Cassandra Lester, Interim City Clerk                 Jayden L. Williams, Mayor




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