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HomeMy WebLinkAbout2015 02-06-07 CCP Planning Session with FacilitatorCity of Brooklyn Center Council-Staff Leadership Retreat February 6-7, 2015 Agenda Friday, Feb. 6 1. Light Dinner- Group gathering 5:30PM 2. Call to Order – Mayor 6:00 3. Overview of Retreat - Craig Rapp 4. Effective Governance- Roles and Responsibilities for High Performance 5. Who We Are- Organizational Culture & Value Proposition (presentation/results/discussion) 6. Wrap-Up, Preview Saturday 7. Adjourn 9:00 Saturday, Feb. 7 1. Light breakfast 8:00/TBD 2. Call to Order - Mayor 8:30AM 3. Brief Review- Friday 4. Where We Are- SWOT Analysis (presentation/results/group work/decisions) 5. Identifying Organizational & Community Challenges 6. Break 10:30 7. Where We’re Going- Establishing Strategic Priorities 8. What We Want- Identify Desired Outcomes 9. Lunch 12:15 10. What We Want- Identify Desired Outcomes & Indicators 11. Break 2:30 12. Finalize Key Outcome Indicators 13. Summing Up- Review and Reflect on Retreat 14. Adjourn 4:30 City of Brooklyn Center Strategic Planning Retreat February 7, 2015 Retreat Agenda- Saturday, Feb 7 n Our Operating Environment (SWOT) n Our Challenges n Our Strategic Priorities n The Outcomes and Success We Desire (KOI’s) 2 © Craig Rapp, LLC Strategic Planning- 4 Part Model 3 Strategic Plan Business Plan Board/ Staff o Board owns: n Purpose, Direction, Priorities, Success Definition, Accountability o Staff owns: n Action Plans, Methods, Performance o Share: n Perspectives, Creation, Accountability 4 5 “When everything is a priority, nothing is a priority.” Simon Fulleringer “Start With Why” 6 “Start With Why” Simon Sinek 7 from Simon Sinek- Start with Why What’s Your Why? 8 What’s Your Why? To ensure an attractive, clean, safe inclusive community that enhances the quality of life for all people and preserves the public trust © Craig Rapp, LLC 9 Leadership in Local Government Delivering great services (Internal) Creating great communities (External) 10 The Big Picture o Organizational Culture-Value Proposition o Review the Environment- SWOT o Identify Strategic Challenges o 4-6 Strategic Priorities o 2-3 Key Outcome Indicators/Priority o 3-5 Strategic Initiatives/Priority(staff) 11 SWOT Analysis o List n Strengths, Weaknesses, Opportunities, Threats o Correlate n Strengths/Opportunities n Weaknesses/Threats o Identify n Strategic Challenges 12 SWOT exercise- Step 1 One group each for Strengths, Weaknesses, Opportunities, Threats Task: n  Combine similar statements n Prioritize-frequency of statement n Put on flipchart n Present to group 13 SWOT- Step 2 o Strength/Opportunities Weaknesses/Threats – combine n  Match strengths with opportunities – strategic issues to maximize n Match weaknesses and threats- strategic issues to minimize n Put on flipchart n Report to group 14 SWOT- Step 3 o Strength and Opportunities, Weaknesses and Threats combined Full group n  What crossover do you see? n What Strategic Issues/Challenges emerge? 15 Strategic Challenges - Examples o Financial instability, tax base o Community unrest - services/taxes o Infrastructure condition/age/quality o Development/redevelopment, economic decline o Organizational effectiveness/efficiency o Workforce issues-replacement, performance, discontent 16 Prioritize o Identify 4-6 priorities o Consider Balanced Scorecard 17 Definition o Define meaning of each strategic priority 20 Strategic Priority- Example Financial Sustainability Resources are managed with a long term perspective and aligned with key priorities. Unexpected changes are accommodated without sudden disruption in service quality. 21 Strategic Priority- Example Economic Development Creating an environment that is conducive to job creation and sound economic growth. This is accomplished by encouraging entrepreneurial investment and making selective public investments– particularly in the retail and manufacturing sectors 22 Key Outcome Indicator o Indicator of success o Related to a specific priority- which addresses a strategic challenge(s) o Causal relationship – Strategic Priority to outcome desired 23 © Craig Rapp, LLC Key Outcome Indicator –Examples Financial Sustainability o General Fund operating reserves n 40% of annual operating expenditures o Annual operating costs n Equal to or less than 2% annually o Bond Rating n AAA o General Fund revenues n 80% from locally raised sources 24 Key Outcome Indicator- Examples Economic Development o Downtown retail vacancies n 15% decrease o Net market value-new investment n $20 M o New jobs paying above city median wage n 200 o Class “A” office development n One new regional HQ 25 Key Outcome Indicator- example Community Engagement o Citizens Academy participation n  increase by 20 people o Boards and Commission openings n Two qualified applicants for each opening o Website visits n 25% increase 26 !!Strategic!Plan!201412016! Strategic Priority Key Outcome Indicator (KOI) Target Strategic Initiatives Financial Strength FINANCE Capital replacement funding Mgmt. comments- audit Bond rating Focused Community Engagement CUSTOMER Citizen’s Academy participation Qualified applicants for Boards Website Visits Operational Effectiveness OPERATIONS OPERATIONS Online forms availability Utility bill processing time Organizational Sustainability WORKFORCE Standard Operating Procedures Spans of control (SOC) Shared services Proactive Development and Redevelopment GROWTH Retail leases at Bay Center Downtown Parking spaces Meyer Dairy bldg. redevelopment Multi-family redevelopment Maintain and Enhance Community Amenities MAINTENANCE Lake Effect project progress Park website usage 27 !!Strategic!Plan!201412016! Strategic Priority Key Outcome Indicator (KOI) Target Strategic Initiatives Financial Strength FINANCE Capital replacement funding Highest priorities fully funded Mgmt. comments- audit 0 Bond rating AAA Focused Community Engagement CUSTOMER Citizen’s Academy participation 20 participants Qualified applicants for Boards 2 for each opening Website Visits 25% increase Operational Effectiveness OPERATIONS OPERATIONS Online forms availability 80% of business and permit forms Utility bill processing time 20% reduction Organizational Sustainability WORKFORCE Standard Operating Procedures SOP’s in every dept. Spans of control (SOC) All depts have =/< industry standard SOC Shared services Long Lake PW agreement Proactive Development and Redevelopment GROWTH Retail leases at Bay Center 75% of space leased by 12/31/15 Downtown Parking spaces 150 additional by 12/31/17 Meyer Dairy bldg. redevelopment Executed redevelopment agreement Multi-family redevelopment 2 complexes improved Maintain and Enhance Community Amenities MAINTENANCE Lake Effect project progress 80% implemented on schedule Park website usage 20% increase 28 !!Strategic!Plan!201412016! Strategic Priority Key Outcome Indicator (KOI) Target Strategic Initiatives Financial Strength FINANCE Capital replacement funding Highest priorities fully funded a) 10 yr. maint plan b) Capital maintenance funding strategy Mgmt. comments- audit 0 c) Evaluate contracting and documentation processes Bond rating AAA d) Org analysis- finance dept. Focused Community Engagement CUSTOMER Citizen’s Academy participation 20 participants a) Create a citizens academy Qualified applicants for Boards 2 for each opening b) Develop an outreach & recruiting program for Boards and Commissions Website Visits 25% increase c) Revise and upgrade city website Operational Effectiveness OPERATIONS OPERATIONS Online forms availability 80% of business and permit forms a) Online business evaluation b) Program funding and implementation Utility bill processing time 20% reduction c) Document current staffing metrics d) Establish improvement program Organizational Sustainability WORKFORCE Standard Operating Procedures SOP’s in every dept. a) Documentation project- all depts. b) Succession plan- all depts Spans of control (SOC) All depts have =/< industry standard SOC c) Org analysis d) Implement org structure chngs Shared services Long Lake PW agreement e) Develop options for sharing services f) Implement Long Lake opportunity Proactive Development and Redevelopment GROWTH Retail leases at Bay Center 75% of space leased by 12/31/15 a) Pres. homes sales/mkting strategy Downtown Parking spaces 150 additional by 12/31/17 b) Carisch ramp consideration c) Analysis- Mill St. ramp Meyer Dairy bldg. redevelopment Executed redevelopment agreement d) Meyers bldg. strategy Multi-family redevelopment 2 complexes improved a) Mkting campaign multi-fam investment program b) Improve rental inspection coordination with reinvestment Maintain and Enhance Community Amenities MAINTENANCE Lake Effect project progress 80% implemented on schedule a) Lake Effect framework adoption b) Lake Effect funding strategy c) Adoption of PTB list d) PTB projects funding strategy Park website usage 20% increase e) Parks information/documentation project f) Park and trail user strategy Strategic Initiatives-Action Plans o 3-5 initiatives that will be necessary to successfully address the strategic priority o Covers multi-year planning period o Is SMART- Specific, Measurable, Actionable, Realistic, Time-bound o Who, What, When, How 30 Strategic Initiative- Example Financial Sustainability o Establish a five-year financial plan for each operating fund- all plans in place by March 31 2012 o Develop community engagement and education process centered on financing city services and quality of life- by December 31, 2011 o Amend comprehensive plan to achieve long-term repositioning of tax base 31 City of Brooklyn Center Leadership Retreat- Effective Governance-Team Roles and Teamwork Friday, February 6, 2015 Today’s Agenda n Introductions n Roles and Responsibilities n Governance n Break n Leadership & Teamwork-Z Profile n Culture and Value Proposition n Adjourn My Background n 20+ yrs in public management n 15 yrs consulting n Four cities and the Metropolitan Council n Thousands of public meetings n Worked with hundreds of local officials Introductions – Meet and Greet n Each person pair up w/ another person in the group – you will introduce them to the group n Find out the answers to the following: q One personal thing you didn’t / don’t know (not too personal) q Why did they originally run for Council/apply to the City? q How would they like to be remembered after they have left the Council/City? Who Are We? n What do we have in common? n What are our differences? n Do these things matter? q Why? q Why not? We’re all just People! (trying to do the right thing) Roles and Responsibilities n Legal Roles n Traditional Roles n Ad hoc Roles n Imaginary Roles n City Manager Role n Staff Role Legal Roles n Described in charter, ordinances and by-laws q Elected representative q Public Policymaker/Legislator n Issues q Citizen representation approach q Policy/ordinance creation and adoption process q Process of identifying problems, new directions, raising issues QUESTION: WHAT PROBLEMS MIGHT OCCUR? Traditional Roles n Accepted roles, by common practice or tradition q Community Representative q Politician n Issues q Context of roles q Public perception q Individual vs. group QUESTION: WHAT PROBLEMS MIGHT OCCUR? Ad hoc Roles n Roles you assume to “get the job done” q Visionary q Change agent q Role Model n Issues q Appropriateness q How to use these roles productively QUESTION: WHAT PROBLEMS MIGHT OCCUR? Imaginary Roles n Roles you “slip into” by accident, or design q City Manager q City Engineer q City Attorney, etc… q Voice of the City n Issues q Staff/Council conflict q Competition/confusion QUESTION: WHAT PROBLEMS MIGHT OCCUR? City Manager Role n Defined in ordinance/law q Leader of the Staff q Support to Council q Producer of Results q Change agent q Motivator q Role Model q Political Filter/Synthesizer QUESTION: WHAT PROBLEMS MIGHT OCCUR? Staff Role n Department Operations n Support to Committees/Council n Basic service delivery n Carry out directives of Council and Manager QUESTION: WHAT PROBLEMS MIGHT OCCUR? Maintaining Proper Roles n Agreeing on the definitions n Staying within the boundaries n Accountability for actions The Governance Process n What is it? n Can you define it? n What if we disagree? n A common understanding The Governance Process n How things get done n Division of responsibilities and accountabilities between Council and staff n Best Practice (Carver Governance Model) q Ends q Executive Limitations q Council-Staff Linkage q Governance Process Ends • The Council defines which needs are to be met, for whom, and at what cost. – Generally, this means creating policies and taking actions that align with the Council’s long-range vision. QUESTION: WHAT PROBLEMS MIGHT OCCUR? Executive Limitations • The Council establishes the boundaries for staff methods and activities – what they believe can responsibly be left to staff. – The boundaries/limitations apply to the means, or how things get done, rather than ends, or the outcomes. QUESTION: WHAT PROBLEMS MIGHT OCCUR? Council-Staff Linkage • The Council clarifies: •  how it delegates authority; •  how it evaluates performance based on executive limitations – This typically involves policies and rules for Council-staff communication, City Manager job description and evaluation, and monitoring/ reporting results. QUESTION: WHAT PROBLEMS MIGHT OCCUR? Governance Process • The Council determines its philosophy, its accountability, and specifics of its own job. – The Council creates its own processes to ensure that it fulfills three primary responsibilities: 1. maintaining linkage to citizens/community, 2. establishing the definition of effective governance, 3. assuring executive performance. QUESTION: WHAT PROBLEMS MIGHT OCCUR? Carver Principles 1. The trust in trusteeship (govern on behalf of citizens) 2. The Board speaks with one voice or not at all 3. Board decisions should predominantly be policy decisions 4. Boards should formulate policy by determining broadest values before progressing to more narrow ones 5. A board should define and delegate rather than react and ratify Carver Principles 6. Ends determination is the pivotal duty of governance 7. The Council’s best control over staff means is to limit, not prescribe 8. A Council must explicitly design its own products and processes 9. A Council must forge a linkage with management that is both empowering and safe 10. Performance of the CAO must be monitored rigorously, but only against policy criteria The Challenge – Dealing with Politics Organizational Politics n Think you understand it? n Think you’re good at playing the game? n Is it a game? n Are there rules? n What if you’re playing by the wrong set of rules? The Real world of Tough Politics Understanding the difference between tough politics and truly dysfunctional governance Tough Politics n Characterized by Rules – explicit or implicit – but understood by all n Relies on political process – wins by “having the votes” n Can be emotional – but is not personal – respect remains intact n Playing to win – pushing exclusive agenda, freezing out other side… Tough Politics n Maximizes political advantage – programs, personal profile, reelection n Predictability, consistency, reliability n Things get done Dysfunctional n Lack of Respect n Lack of Trust n No Rules n Unpredictable, Unstable n Lack of Progress / No Progress Dysfunctional n Not Making Decisions Efficiently-or at All n Not Setting or Following Goals/Priorities n Council members don’t trust each other & disrespectful to each other n Staff attacked / not trusted by Council faction n Council not respectful to and distrustful of staff Summary Tough n Respect/Trust n Political Process n Rules n Reliable n Accomplishments n Play to Win Dysfunctional n Disrespect/Distrust n Disruption/Attacks n Chaos n Unpredictable n No Decisions n Play to Harm The Leader’s Job To create “win/win” outcomes for your community without compromising your personal or professional ethics. Leadership Traits • Courage • Decisiveness • Integrity • Unselfishness • Judgment • Initiative • Reliability • Tact Leadership Traits n Think about these in connection with your responsibilities as a public official n Ask yourself how you compare, and how these traits bear upon your decision making and when you find yourself in difficult situations Who’s a Leader? n Mayor? n Councilmember? n Chair? n Commission member? n Manager? n Outsider? “It’s  easy  to  get  the  players.      Ge0ng’  them  to  play  together,     that’s  the  hard  part.”                                                              -­‐  Casey  Stengel   Leadership Team n Mayor/Council  &  Manager  are  a  team   n Role  defini?on  is  crucial     n Majority/minority  bloc  –  Manager  response   n The  role  of  poli?cal  leadership  can  become   “slippery”  without  clear  rules  and  accountability   Teamwork – we have met the enemy, and they is us! n What  is  it?   n How  do  you  get  it?   n Does  it  maJer?   n Can’t  we  just  vote?   Teamwork n What  is  it?   q Working  together  to  achieve  common  goal   q Collabora?ng  to  expand  the  capacity  and  effort  of  the   group   q A  focused  effort  based  upon  shared  vision,  values,   goals  and  congruent  policies   Teamwork n How  do  you  get  it?   q Start  by  wan?ng  it     q Iden?fy/agree  on  its  value  (greater  than  sum  of  parts)   q Define  shared  vision,  values,  goals   q Create  the  atmosphere  for  success   q Act  in  accordance  with  values/beliefs   q Establish  accountability   The  Z  Profile   The Z Profile n What is the Group’s Profile? n Group decision-making n “Where Are We on the Z ?” Individuals and the Group come together due to of alignment of: Values Behaviors Accountability Definition Of Values: Deeply held set of beliefs about the way the world should work Values  Govern  and  Guide  Our  Behavior  In:     n Our  Interac?ons  with  Council  members   n Our  Rela?onships  with  Ci?zens   n Our  Commitment  to  Excellence   n Our  Rela?onships  with  Others   Values n If  you  want  more  civility/teamwork/ effec?veness,  you  have  to  live  out  your  Values   n First,  you  have  to  know  what  values  your   community/group  aspires  to  and  make  explicit   the  behaviors  that  demonstrate  those  values   Forming Shared Values Causes People To … n Build  Trust  with  Each  Other   n Be  More  Willing  to  Take  Risk   n Be  more  Open  to  New  Alterna?ves   n Be  More  Open  to  Learning  and  Growing   n Feel  a  Greater  Sense  of  Commitment   n Feel  Empowered   Behaviors That Result In Building Shared Values n Discuss  and  Define   n Document   n Display   n Demonstrate   n Demand  Accountability   n Cri?que   Sample Values • Integrity • Best for the City • Patience • Empathy • Open-minded • Honesty • Courtesy • Always Strive for Win/ Win Situations • Attack the Problem, Not the Person • Open to Critique and Suggestions • Belief in People • Everyone is Equal During Meetings • Listen to and Show Respect for the Ideas of Others • Share Information • Share Responsibility • Be Creative Values n Honesty   q We  will  act  truthfully  in  the  performance  of  our  du?es   and  in  our  interac?ons  with  others   n Best  for  the  City   q Our  decisions  and  performance  will  be  guided  first  and   foremost  by  what  is  best  for  the  City   n Staff  Exper?se   q We  value  a  highly  skilled  and  knowledgeable   workforce   Values n Crea?vity   q Crea?vity,  imagina?on  and  originality  are  valued  in  all   of  our  ac?vi?es   n Effec?ve  Problem  Solving   q We  are  commiJed  to  solving  problems  in  the  most   effec?ve  manner  possible   n Respec]ul  Conduct   q We  will  show  considera?on  and  apprecia?on  for  the   opinions  and  ac?ons  of  others.   Next Steps n Where  do  you  want  to  go?   n How  will  you  know  when  you  get  there?       Going where? n BeJer  informed  decisions?     n Mutual  respect?   n Improved  mee?ngs?   n Other?   n List…   n How  will  we  follow  through?   How will we know we’re there? n What  measures  can  we  use?   n If  we  measure,  against  what?   n Do  we  have  to  be  happy?   Options/Models/Ideas n Annual  statement  –  affirming  Values  and   Opera?ng  Principles   n Rules  of  Decorum   n Personal  growth  &  development  commitment   n Quarterly/Yearly  mee?ng  to  discuss  teamwork   n Public  Service  commitment   Concepts Culture and Value Proposition n What is our City? n What do we want it to be? q As a place to live q As an organization charged with the responsibility to serve citizens, guide development and regulate certain activities © Craig Rapp, LLC 56 Core Culture- “The way things really get done” q Culture has to do with what you spend your time doing, how you get rewarded, make decisions, talk to each other, treat citizens, and deal with stakeholders. q Organizations often aren’t consciously aware of their culture, and they take their culture for granted Core Value Proposition The primary benefit of a service/product. Describes how an organization will differentiate itself, and what particular set of values it will deliver. Organizations will choose one of three disciplines: Operational Excellence, Product Leadership, or Customer Intimacy. Rule #1: Provide the best offering(s) by excelling in a specific dimension of value. Rule #2: Maintain threshold standards on the other dimension of values. Four Core Cultures n Control Culture (Military - command and control) q Systematic, clear, conservative q Inflexible, compliance more important than innovation n Competence Culture (Research Lab/University – best and brightest) q Results oriented, efficient, systematic q Values can be ignored, human element missing, over planning n Collaboration Culture (Family-teams) q Manages diversity well, versatile, talented q Decisions take longer, group think, short-term oriented n Cultivation Culture (Church- mission/values) q Creative, socially responsible, consensus oriented q Lacks focus, judgmental, lack of control © Craig Rapp, LLC 59 The Control Culture STRENGTHS n Great at planning. n When successful, provides good short- and long-term security. n Emphasizes ‘strength’. n Systematic and predictable, focus on process and procedure n Emphasizes what works vs. what doesn’t work. n Conservative, complete decision making processes. n Clear expectations of others are stated – roles/responsibilities spelled out WEAKNESSES n Overemphasizes control and domination. n Prone to foster compliance and reject creative innovation. n Difficult to show disagreement with authoritarian leaders. n Is inflexible and rigid. n Information flow can be restricted. n Employees and external customers may feel manipulated and ignored. n Impersonal - little amounts of ‘team feeling’. HOW YOU GET IN TROUBLE n Not following the chain of command. The Collaboration Culture STRENGTHS n Naturally effective in building in and managing diversity and conflict. n Building, developing and utilizing teams are important. n People treat each other with respect. n Fosters individual talents... but talents are used to support the team. n Conflict and differences are fostered and well managed, diversity is appreciated and welcomed n Good at forming alliances with other organizations. WEAKNESSES n May de-emphasize planning, especially long-term. n Can be drawn towards group think. n Can take a long time to make decisions. n Without a central focus, can become over-committed and try to concentrate in too many directions at once. n Focuses on the short-term, quick results. n Highly talented individuals may withdraw due to group think atmosphere. n Over-compromising towards everyone’s needs – too much harmony. HOW YOU GET IN TROUBLE n Not being a team player. The Competence Culture STRENGTHS n Sets and reaches high performance standards. n Goal and results oriented. n Time is used efficiently. n Training and education are deemed important tools for growth. n Good at adaptation and change. n Talented individuals flourish. n Decision making is systematic and thorough. WEAKNESSES n Advises against collaboration and team approach. n Can lose sight of the human element, especially when those individual are performing at a “good” level and have less education than others. n Values are typically ignored. n Over planning and over analyzing may occur. n Employees seen as under-performing most of the time. n Management is ‘tough’. n Less effective communicators are ignored. HOW YOU GET IN TROUBLE n Being stupid or incompetent. Cultivation Culture STRENGTHS n Employees are allowed to make mistakes. n Adaptation and change come smoothly. n Values creativity. n Naturally inclined to be socially responsible. n Fosters diversity and differences in thoughts, beliefs and feelings. n Offers opportunities for growth and development. n Encourages self-expression, even when diverse or eccentric. WEAKNESSES n Lacks focus and direction. n Procrastination arises as there is a feeling of “there is always tomorrow to finish.” n Seen as overly judgmental and moralistic. n Job burnout is not uncommon. n Oriented against control, even when control is needed. n Focus may go in many directions at one time, expending its’ energies. n Details, especially everyday ones are overlooked. HOW YOU GET IN TROUBLE n Not believing in the vision and mission. Three Value Propositions n Operational Excellence (Wal-Mart, Southwest Airlines) q They adjust to us (command and control) n Product/Service Leadership (Apple, Google) q They ‘ooh and ‘ah’ over our services (competence) n Customer Intimacy (Nordstrom, Ritz-Carlton) q We get to know them and solve their problems/satisfy their needs (collaborative) © Craig Rapp, LLC 64 OPERATIONAL EXCELLENCE PRODUCT/SERVICE LEADERSHIP CUSTOMER INTIMACY VALUE PROPOSITION • Deliver quality, price and ease of purchase that no one else can match! • The best product/service... period! • The best total solution! (acts as a partner with you) OPERATIONAL MODEL • Reduce variability. • Lower costs. • Rules - only one right way. • Loosely knit. • Adhoc. • Ever changing - results driven. • Relationship driven. • Deliver a broad range of services. KEY PROCESSES • Integrating core processes - highly disciplined. • Product/service development and promotion - speed. • Results management. • Customer selection - customer retention. TOUGH CHALLENGES • Assets turn to liabilities. • Not seeing the next technology • (the market changes). • Staying smart - knowledge turns to ignorance. EMPLOYEES • Fit in the box type people who fit into the pre-imposed system • (not free spirit types). • Bright/creative people - project teams - entrepreneurs. • People who can live in the customer’s shoes. • Empowered to deliver solutions. CORE CULTURE • Command and control • Competence • Collaborative APPROACH TO CUSTOMERS • They adjust to us. • They 'ooh' and 'ah' over our products and services. • We get to know them and we satisfy their needs. SOME EXAMPLES • Wal-Mart • Southwest Airlines • Fed-Ex • Dell Computer • Apple • Google • Disney • 3M • Nordstrom • Ritz-Carlton • IBM (1960’s/70’s) • Airborne Express Culture and Value Proposition n Who Are You? n Who Do You Want to Be? © Craig Rapp, LLC 66 Survey Results- Culture City Council n Control 13 n Collaboration 10 n Competence 12 n Cultivation 16 Staff n Control 24 n Collaboration 20 n Competence 21 n Cultivation 27 67 © Craig Rapp, LLC Survey Results- Value Proposition City Council C D Oper. Excellence 22 1 Prod/Serv. Ldrshp. 1 2 Cust. Intimacy 17 20 All/Everything 10 19 Staff C D Oper. Excellence 31 10 Prod/Serv. Ldrshp. 7 13 Cust. Intimacy 24 34 All/Everything 26 29 68 © Craig Rapp, LLC