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key issues related to environmental stewardship and community development. The Environmental Steward- ship Commission was successful in helping Council to decide to offer a curbside recycling program beginning in July 2011. The Cabarrus Regional Chamber hosts a luncheon each month on the campus, bringing together 30 busi- ness leaders and 30 campus scientists and others en- gaged in the work at the NCRC to discuss research, job readiness, economic development, and community de- velopment. The goal is to integrate both groups into a holistic community. QUALITY MANAGEMENT: INVESTMENT IN PERSONNEL AND SERVICE DELIVERY As part of the change, Kannapolis management re- alized that, with new populations, new approaches to customer service would be required. The city has undertaken a rigorous approach to examining its cus- tomer service model and creating a new initiative to re- educate employees on the importance of service above self. The goal of these initiatives is to ensure that em- ployees are equipped with the best training and pro- fessional development to handle the current and new diverse population. Understanding diversity is essential for improving customer service. In 2006, the city partnered with the UNC Charlotte MPA Program to conduct an assessment of the city's customer service initiatives to identify areas in need of improvement. The information from the as- sessment, analysis of similar cities, and literature review was used to create several recommendations for im- proving the city's customer service model and increas- ing awareness of a changing population. Some of these changes include formal policies, staff training, improved As part of the change, Kannapolis management realized that, with new popula- tions, new approaches to customer service would be required. The city has undertaken a rigorous approach to examining its customer service model and creating a new initiative to re- educate employees on the importance of ser- vice above self. The goal of these initiatives is to ensure that employees are equipped with the best training and professional development to handle the current and new diverse population. technology, enhanced communication between city management and customers, and organizing informa- tion to serve specific populations such as newcomers and senior citizens. The implementation of the assessment recommenda- tions is rejuvenating the culture, workforce, and service delivery of the city. A new philosophy, "Exceed Expecta- tions!," is translating into action via new customer ser- vice standards of excellence, professionalism, integrity, and stewardship. BUILDING ORGANIZATIONAL CAPACITY With changes as drastic as those facing Kannapo- lis and the critical nature of transforming the econo- my to ensure the success of local citizens, Kannapolis revamped the city's staff structure to help facilitate the change. Primarily, the city manager's office was re- organized. A community outreach coordinator was hired to engage and facilitate dialogue with local community groups. Because of the rapid change, many residents remain un- certain about the future. This position helps bridge the gap between city hall and the average resident. A second position was created in the city manager's office to manage the economic transformation. The director of business and community affairs was hired to assist with economic and community development, implement the recommendations from the SWOT anal- ysis, and manage the city's contracted departments — marketing and planning, and zoning. GOING FORWARD: LESSONS TO LIVE BY Kannapolis has learned many lessons in between di- saster and prosperity, and the ongoing transformation of the local economy. Those lessons (communicating, partnering, and learning) provide value and direction to any community experiencing dramatic changes. Lesson I — Communicate with Residents; Don't Stop Spreading the Word The immediate and now on- going challenge is com- municating with local residents about the opportunities that the campus presents. In the early stages, city leader- ship was, frankly, awe - struck with the opportunity and immediately recognized the great potential the campus offers. However, local residents often had the exact opposite reaction. Losing the mill, and then the mill buildings, was tough for many residents. Long -time res- idents attended implosions of mill buildings as if they were funerals. 44 Economic Development Journal / Spring 2011 / Volume 10 / Number Attachment number 1 1 -1 Page 604