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City Council Meeting Retreat Tuesday, February 17, 2015 Page 3 Discussion included individual perspectives on that concept, with the consensus being that the concept may be close, it needed a vision statement that went beyond that mission and as- pirations, while being short enough to be effective while not simply being a checklist. Further discussion included why people liked Roseville; examples of other communities and their images for promoting growth and accomplishing things; and how a community could be guided by such a vision that clearly defined Roseville. Mr. Rapp suggested the vision should be easy to articulate and allow aspirations molded to fit it, with a clear understanding going forward of the WHY of and for the community as a whole. Mr. Rapp reviewed the mandated leadership role of local government in de- livering great services (internal) and creating great communities (external) based on larg- er policy choices, and determining how and when those policies serves to help or hinder achieving a great community. Mr. Rapp opined that the City Council and staff are re- sponsible for both results. Councilmember McGehee opined that she saw that as the "HOW," in developing great communities and delivering great services, noting that was what she hoped to get out of this retreat. Councilmember McGehee opined that the City already knew how to deliver great services,but it didn't know how to create a great community. Mr. Rapp responded that it would be interesting to see how that came out at the end of this retreat based on his perspective on strategic planning service programs analysis. Mayor Roe stated that he didn't want to be super great at delivering a service that didn't serve to create a great community. Culture and Value Proposition: What is our city? (unique selling point or value proposition) What do we want it to be? (as a place to live and as an organization charged with the re- sponsibility to serve its citizens, guide development and regulate laws). Mr. Rapp defined "core culture" as the way things really get done, with culture what you spend time doing: how you're rewarded, how you make decisions, how you talk to each other,how you treat citizens, and how you deal with stakeholders. Mr. Rapp defined the"core value proposition" as the primary benefit of an organization's service or product, how that organization differentiates itself, what values it delivers, and which of the three disciplines or value propositions the organization would choose: • Operational Excellence—Customer adjusts to them(command and control) • Product/Service Leadership — Customer oohs and ahs over our services (compe- tence) • Customer Intimacy— We get to know customers and solve their problems and satis- fy their needs (collaborative)