So because this is a large project, as you said, we agree with Almas, our first grad that we're looking into in this sort of next house, but we got more of these to cop bragging. So because part of the challenge not having, like, the formalized resident Council, which is has, like, prescribed rules around how they interact with us, again, why it's informal. Can't make people do it right. So, so we had to deal with that. But I will say that, because this is our first, eventually several, it is important to try to create a frame or a construct around how we want to do this. So we got a lot of moving pieces for our residents, right? We got a management company change, got a new owner, developer coming in. We got a large capital project. And we have, just like, everyday problems, and that, you know, who am I talking to about, like, when am I moving? But also my sewer line, and it is already going to be an unstable environment for our residents for a while. I think we owe it to them to bring as much stability to that as we can, so that if you have a problem with your current unit, here's the management company. This how it's voiced under the current ownership. If you have issues around redevelopment and this is not to say that you don't have this already, but I think that where we are moving through these large red redevelopments, it is probably incumbent upon us, both staff level, to say, Okay, this is how we want to structure this, because we're going to create a lot of instability. So there's at least clarity. I don't expect everybody to like it, but you know, if the answer is, we're gonna create an incentive to form a formalized Resident Advisor rule, because that gives us a construct. That's fine if we want to do something informal, but I think we need to try to standardize it as much as possible so that we can get better at it as we do them. And then I think anything that we are on active redevelopment, on, particularly on rad deals. Think we probably should pull it into the board agenda to get, like, a cadence of like, okay, this is what we had reminder. Here's the structure of resident Council, how we're getting resident engagement. This is the feedback we got. This is the cadence. So we can sort of see that over time, so we get better at, you know, understanding how to contextualize the feedback that we're getting from residents, and then we can replicate it across. And then, you know, I'd look to to Dan and some of our other third party managers who have done this, both formally and informally, so we have a better sense of it. And this also strikes me as the kind of thing where, if we were going to go after a HUD ta grant, this could be like, a really good use of that. So if we had a third party vendor that we could port across these rad developments, so they kind of staff it because you have lots of things that you are worried about, and I don't want, like core resident services, to suffer because you are stretched out too many things. But this strikes me as the kind of thing that like getting local HUD ta grant support, to hire a consultant for $50,000 for a period of time to administer their support list. It seems like something that they would be potentially supportive of. So it's not to like camera what you're doing already, but I know, like we have limited resources, limited time, people, we're not gonna make everybody happy, but I would like consistency and transparency up to the board on the deals that are active rad. I think at least as a starting point, maybe we drop that off because we get better at it. But there's a lot change right now right other commissioners may feel differently about it, but I want to say, get this right on our on our first radial. I agree,