TOTAL QUALITY INC

City of Walla Walla Baldrige Assessment DRAFT Feedback Report
Baldrige Excellence Project
Paul Steel

9/12/2011

City of Walla Walla Baldrige Assessment Draft Feedback Report 1
l.la

Leadership
VISION, VALUES, and MISSION
1.1a(1) VISION and VALUES 1.1a(2) Promoting Legal and ETHICAL BEHAVIOR 1.1a(3) Creating a SUSTAINABLE Organization

1.1 Senior leadership:

1.1b. Communication

and Organizational PERFORMANCE

1.lb(1) Communication 1.1b(2) Focus on Action

1.1 ASSESSMENT FINDINGS
1.1 STRENGTHS:

1.la(1)

+

Monthly Employee Action Committee (EAC) meetings serve to reinforce the City's values across all departments.

1.1b(2) + A Citizen's Survey has been conducted to obtain feedback for use in identifying improvement opportunities across all major city services. Results of this survey continue were analyzed and an
action plan is being developed to address the identified service needs.

1.1a(2)
+ The city promotes legal and ethical behavior in several ways including department directors promoting them with multiple approaches. City Council member oaths, a statement of value and principles, IT use agreements, leading by example, Internet use agreement (appropriate material viewing], and open public meetings/records represent some of the approaches used to promote legal and ethical behavior.

1.ib(l) + Some employees
communication Committee departments. 1.10PPORTUNITIES

across all departments and transparency

report

significant

improvement

in senior leader Action

in the recent year. In addition, mechanism to better communicate

the Employee with all City

serves as a monthly

FOR IMPROVEMENT

1.1a(1)
Although the EAC is a means to reinforce the values, it is not clear that the city's values have been effectively communicated to the degree that all employees are aware of them and understand them in relation to what is important for the city to become more successful. In addition, the values have not been evaluated using stakeholder input for improvement purposes since their inception in 1996. There appears to be an opportunity to revisit these values and

Paul Steel

September

12, 2011

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City of Walla Walla Baldrige Assessment Draft Feedback Report
improve them to better serve the city's needs compared to when they were originally developed approximately 15 years ago. 1.1a(1) The city does not have clearly defined Mission or Vision statements that focus on excellence and are in a form that can be easily communicated and understood by the employees and other stakeholders. A foundation was built for a Mission and Vision some years ago but the work needs to be completed to allow the organizational strategy, objectives, action plans, and performance measures to become aligned and better focused.

1.1b(2)
Although the City has been proactive in the case of their use of the Citizens' Survey to identify improvement actions, many issues are reported to be dealt with reactively. In addition, the Citizen Satisfaction Survey only represents the resident component of the City's three maln customers (residents, businesses, and visitors).

1.1b(2)
Although the need to review organizational performance from an internal perspective is accepted and understood as important, the infrastructure in the form of having appropriate performance measures and collecting and analyzing their data is not in place offering a significant opportunity to better understand performance-related improvement opportunities and to Initiate action to effectively address them.

1.1a(2)
Although several approaches to promoting how the city ensure accountability legal and ethical behavior are utilized, it is not clear to legal and ethical behavior. revealed a need to

1.1(3)
Interviews with approximately 100 city employees across all departments more effectively develop succession plans and to better develop future leader ..This is becoming increasingly more important due to the strategic challenge of an aging workforce reported in the Organizational Profile.

1..1b(1)
Although there is some evidence are also a significant of improved number communication of employees is two-way. represents and openness by senior and their leaders, there perception opportunity who express dissatisfaction

with communication of whether appear to mix their for the city's senior

and they tend to focus on what is being communicated the communication communicate reaction leaders. of the employee feedback related to senior leaders' to recent staff cutbacks

In some cases, these employees with their views. In any case, the an improvement opportunity

to more effectively

1.1b(1)
Another dimension communication is if the is the expressed direction need for direction that is more clear and. constant. more efficiently in nature. This feedback and effectively

based on the premise communicated

that the city could function

was clearly stated and long-term

SCORE:

25%

Paul Steel

September 12,2011

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City of Walla Walla Baldrige Assessment Draft Feedback Report
1.2 GOVERNANCE and Societal Responsibilities:
l.2a(l) GOVERNANCE System 1.2a(2) PERFORMANCE Eva.luation

1.2.a Organizational GOVERNANCE

1.2b

Legal and ETHICALBEHAVIOR
l.2b(1) legal and Regulatory Behavior

1.2b(2) ETHICAL BEHAVIOR

1.2c

Societal Responsibilities and Support of KEYCommunities
1.2c(1) Societal Well-Being 1.2c(2) Community Support

1.2 ASSESSMENT FINDINGS
1.2 STRENGTHS
1..2b(1)

+

Legal and regulatory behavior are addressed in several. ways including compliance with all mandated regulations and works to superior performance, working with other organizations to identify issues and implement strategies to better serve the community (Le. automatic aid; contractual agreements like Rura I Libra ry District); Environmental (i.e. trees water recycling); Commitment to Community and hiring of bilingual police officers, Collaborations, Association of Washington Cities, successful in obtaining grants, and review of trends (i.e. Police). In addition, the City is proactive in addressing/mitigating adverse impacts on the environment through the following programs: • • • • • • • Water treatment and aquifer storage recharge program. Award winning wastewater treatment plant. Compost facility. Brownfield planning grant (Inert waste landfill). Household hazardous waste facility. Curbside recycling/green waste collection. Received 2010 Environmental Leadership award. The City is one of thirty-one companies and governments attaining this award for significant environmental efforts in their fleet services program. Infrastructure repair and replacement program. Urban forestry protection and replacement program. Establishment of a sustainability coordinator. Landfill and exploration of carbon credits banking.

• • •
o

1.2b(2)

+

The City employs several approaches to promote and ensure ETHilCALBEHAVIOR in all interactions includ ing: .. .. Open public meetings act compliance. Public records act compliance. September

Paul Steel

12,2011

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City of Walla Walla Baldrige Assessment Draft Feedback Report
• • • Audits. Purchasing policy to assure competitive bidding and purchasing. Personnel policies (e.g. workplace expectations, employee ethics, standards of conduct, personal activities, formal discipline and grievance process, leave time, nepotism, employee training and development, substance abuse, workplace violence prevention, antiharassment, whistleblower protection). Police internal investigation process.

Processes for responding to breaches of ethical behavior are contained in the City's personnel policies and labor agreements. Due process and penalties are specified in these documents.

1.2c(2) ++
The city provides community support for the purpose of improving the quality of life of its residents in numerous ways including recreational, safety, library programs, basic utility services, community improvement activities, charitable contributions, crime prevention, and financial support for tourism. Most notably, the thousands of free lunches provided in city parks during summer months represent an investment targeted at improving the health and wellbeing of the children and their families that can benefit from it most.

1.2 OPPORTUNITIES FOR IMPROVEMENT
1.2a (1)
It is not clear how an A+ bond rating represents excellence if 805 of municipalities this based on the description provided in the Category 7 Results. qualify for

1.2b(1)
Although some performance measures related to legal and regulatory compliance are reported, limited results data is provided indicating that these measures may not be used to assess performance and identify improvement opportunities.

1.2c(2)
It is not clear how the city considers societal well-being and benefit as part of its strategy and daily operations offering an opportunity to more effectively integrate it many activities with its strategy. SCORE: 55%

Paul Steel

September

12, 2011

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City of Walla Walla Baldrige Assessment Draft Feedback Report

.2
2.1
2.1a

Strategic Planning
Strategy Development

(85 pts.)

Strategy Development:
PROCESS
2,la(1) Strategic Planning PROCESS 2.1a(2) Strategy Considerations

2.1b

STRATEGIC OBJECTIVES
2.1b(1} KEY STRATEGIC OBJECTIVES 2.1b(2) STRATEGIC OBJECTIVEConsiderations

2.1 ASSESSMENT FINDINGS
2.1 STRENGTHS: 2.1a(1}

+
2.1a(l)

A summary of the key strategic planning steps is provided along with the key participants

+

The City performs several strategic activities including an annual Council retreat, several meetings with departments and other stakeholders, development of numerous budget plans, scans of what other comparable organizations and regulatory groups are doing, and analyses (e.g., SWOT) to assemble the budget and related plans for operating the City.

2.1a(2}

+

Strategy development

actions taken to analyze strengths, weaknesses, opportunities,

and the

threats, major shifts in technology, markets, products, customer preferences, competition, economy, and the regulatory environment are summarized. 2.1a(2) +

Actions taken to identify early indications of major shifts in technology, markets, services, products, customer preferences, competition, the economy, and the regulatory environment include: scanning for emerging trends, challenges, and advantages and respective department staff collects and analyzes reports and data from internal sources and from Association of Washington Cities; Municipal Research and Services Center; State agencies; Port of Walla Walla; Washington Cities Insurance Authority; US Census; Bureau of Labor; Professional Organizations; case law, and feedback from customers through utility billing; through the internet; department surveys; staff meetings.

2.1a(1}, a(2)

+

The City's strategic challenges and strategic advantages have been matched to their respective strategic objectives. FIOR IMPROVEMENT

2.1 OPPORTUNITIES 2.1 All

Paul Steel

September

12, 2011

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City of Walla Walla Baldrige Assessment Draft Feedback Report
Although the City performs several activities related to strategic planning, it does not have a systematic and integrated process for effectively doing strategic planning. Implementing a systematic approach to strategic planning offering the opportunity to realize additional benefits including: • • • • • 2.la{1} It is not clear how gathering input from key participants; analysis through council agenda development arid the administrative and legal review process comprehensively enables the City to effectively 2.1a(2) Although several actions are reported related to how the strategic planning addresses analysis of key information and early indications of major shifts in technology, markets, products, customer preferences, competition, the economy, and the regulatory environment, it is not clear how the City ensures that that these actions occur or how long-term sustainability is effectively addressed, or how the ability to execute the strategic plan is effectively addressed indicating an opportunity to develop a comprehensive, totally integrated, and more systematic approach to doing strategic planning. 2.1a(1) Although strategic objectives, goals, challenges, and advantages are outlined, it is not clear how they are effectively aligned to ensure that they best serve the City and its residents, businesses, and visitors and that there are no gaps or misalignments. For example, making the performance goals quantitative that would better ensure accountability appear to be missing for most objectives. 2.1a(2} It is not clear how the City effectively balances the needs of its stakeholders offering an opportunity to better satisfy it key stakeholders. 2.1a(1), a(2) Many to most of the responses to the above Strategic Objective Criteria questions outline related activities but do not describe a systematic approach leading to an opportunity effectively deploy and utilize the strategic objectives. 2.1b(2) It appears that some of the City's core competencies may actually be high priority needs and not true core competencies that make the city superior than comparative organizations. For example, the street infrastructure level of a core competency. project is in its early stages and it appears to not yet be at the to more identify blind spots related to its strategy development. fact-based decision making clearly defined strategies, strategic objectives, action plans, and goals operational alignment of all City functions with its strategy 'line of sight' focus of all employees on what the City needs to do to become more successful Better balancing the needs of all stakeholders and customer types (e.g., residents, businesses, visitors)

2.1 SCORE:

30%

Paul Steel

September 12,2011

Page 6

City of Walla Walla Baldrige Assessment Draft Feedback Report
2.2
2.2a

Strategy Implementation:
ACTION PLAN Development
2.2a(1) ACTION PLAN Development 2.2a(2) ACTION PLAN Implementation 2.2a(3) Resource Allocation 2.2a(4) WORKFORCE Plans 2.2a(5) PERFORMANCE MEASURES 2.2a(6) ACTION PLAN Modification

and DEPLOYMENT

2.2b

PERFORMAI\JCE PROJECTIONS

2.2 ASSESSMENT FINDINGS
2.2 STRENGTHS 2.2a(l)

+

Strategic goals and objectives as well as associated budgets for the delivery of city services and programs are reported to be developed and reviewed by staff and senior management and sometimes reviewed by council committees and commissions.

2.2a(3)

+

The city develops, justifies, and approves most plans based upon budget consideration to help ensure that financial and other resources are available to support the accomplishment of its plans, while meeting current obligations.

2.2a(6) + Required rapid shifts in action plans are addressed by making appropriate modifications to the budget. adjustments and

2.2 OPPORTUNITIES 2.2a(1)

FOR IMPROVEMENT

Although a summary of strategic action plans is outlined it is not clear how the action plans are determined offering an opportunity to develop a process to develop more effective action plans better focused on the City's overall strategy. In addition, the strategic action plans presented are reported to not be developed offering an opportunity to more effectively deploy, monitor progress, and better ensure accountability to achievement of the City's strategic objectives. 2.2a(2) Action plan implementation and deployment is reported to be done informally and not necessarily consistently across the organization. 2.2a(2)' (3), (4), and (5) It is not clear that quantitative performance requirements are established for many action plans limiting the City's capability to establish performance accountability, to monitor progress, and to allocate resources appropriately. Paul Steel September

12, 2011

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City of Walla Walla Baldrige Assessment Draft Feedback Report
2.2a{4}
Although aggressive work is underway (e.g., important relational studies, and employee survey improvements), development of strategic workforce plans is in the early stages with workforce acceptance and management approval challenges still ahead.

2.2a(4}
It is reported that plans to address potential impacts on workforce members and any potential changes to workforce capability and capacity needs are not yet in place. Interviews with employees across all departments indicate that several employees perceive this to be a high priority area for improvement.

2..2b:
Performance projections are not reported to be addressed beyond budget considerations offering an opportunity to better strategically focus on the future.

2.2 SCORE:

20%

Paul Steel

September

12,2011

Page 8

City of Walla Walla Baldrige Assessment Draft Feedback Report
3
3.1
3.1a

CUSTOMER Focus

(85 pts.)

VOICE of the CUSTOMER:
CUSTOMERListening
3.1a(1) listening to Current CUSTOMERS 3.. a(2.) listening to Potential CUSTOMERS 1

3.1b

Determination
3.1b(2) Satisfaction

of CUSTOMERSatisfaction and ENGAGEMENT
Relative to competitors

3.1b(1) Satisfaction and ENGAGEMENT 3.1b(3) Dissatisfaction

3.1 ASSESSMENT FINDINGS
3.1 STRENGTHS 3.1a(1) + Several approaches are used to listen to the needs of the City's current customers to obtain actlona b'le information including: • Question and answer forums with community service groups and clubs, daily one on one contact of City employees with customers, questionnaires sent to community members about services, City Council meetings, block watch parties, town hall meetings, infrequent surveys, specific questionnaires, Q&A sessions for civic groups and clubs, school education, tours, utility bill Inserts, contact forms on web sites, phone calls, face-to-face comments. Social media: City websites, email, newspapers .. Customer follow-up: questionnaires, utility billing inserts, daily personal contact.

• • 3.1b(1)

+

The City has resumed use of a Citizens' Satisfaction Survey to gain insight on how better understand and prioritize the needs of the residential segment of Its customers. In addition, neighborhood meetings, newspaper articles and letters to the editor, bond approval, specific questionnaires for businesses, school educati.on for young people, and facility tours provide opportunities to learn more about what is important to improving customer satisfaction and engagement.

3.1b(3)

+

Complaints, City Council meetings, and neighborhood learn more about customer dissatisfaction. FOR IMPROVEMENT

meetings are used as opportunities

to

3.1 OPPORTUNITIES 3.1 ALL

Paul Steel

September

12, 2011

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City of Walla Walla Baldrige Assessment Draft Feedback Report
It is not clear how the City effectively addresses and balances the disparate needs of its three major customers including residents, businesses, and visitors offering an opportunity to more comprehensively and effectively serve and work with them.

3.1a(1)
It is not clear how listening methods vary across customer life cycles which may be important given the large changes in the City's customers (residents, businesses, and visitors) in the past 25 years.

3.1a(2)
A limited description of how customers of competitors to products, customer support, valuable insight for strategic the City listens to former customers, potential customers, and obtain actionable information and to obtain feedback on your and transactions is provided indicating an opportunity to gain planning purposes.

3.1b(1)
Although the City has several means to listen and learn about customer satisfaction, dissatisfaction, it is not clear how the City captures actionable information and uses performance measures to exceed its customers' expectations and to better secure its customers' engagement including residents, businesses, and visitors.

3.1b(2)
It is not clear how the City effectively gains information related to the customers' satisfaction of its competitors or benchmarks. This knowledge may be important given that the City focused on retaining existing businesses and attracting additional business for economic purposes. SCORE: 25%

Paul Steel

September 12, 2011

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City of Walla Walla Baldrige Assessment Draft Feedback Report
3.2
3.2a

CUSTOMER ENGAGEMENT:
Product Offerings and CUSTOMERSupport
3.2a(1) Product Offerings 3.2a(2) CUSTOMER Support 3.2a(3) CUSTOMER SEGMENTATION 3.2a(4) CUSTOMER Data Use

3.2b

Building CUSTOMERRelationships
3.2b(1) Relationship 3.2b(2) Complaint M;:Inagement Management

3.2 ASSESSMENT FINDINGS
3.2 STRENGTHS 3.2a(1)

+

Customers' requirements are identified using professional journals which hold customer studies, signs which ask for input (simi!lar to a suggestion box), request forms, online email contact information, studying statistics, talking with customers, staff observation. In order to exceed customers' expectations the City regularly looks online at other comparable organizations to see what they are offering and then tries to duplicate those offerings. The idea is to surprise customers with something they didn't know we could offer. They study trends in bigger, better funded comparable organizations and see if there is something we can afford to imitate. The City also listens to experiences customers share about services in other communities.

3.2a(2) +
The City makes staff available to respond to questions and to hear feedback in person, by phone or email, and it lists email contacts on its web sites to enable customers to seek information and customer support.

3.2b(1) +
City customer contact personnel attempt to market, build, and manage relationships with customers through personal contact with customers, education by presentations to organizations, offering tours, flyers, radio interviews, newspaper ads and articles, and TV channel 17. Customer feedback is solicited for the purpose of trying to retain customers, meet their requirements, and exceed their expectations. Efforts to increase customer engagement include offering to speak to organizations, offering of tours and field trips, as well as striving to be proactive rather than reactive. FOR IMPROVEMENT

3.2 OPPORTUNITIES

3.2 AU
The City focuses heavily on residents but it is not clear from the information provided that adequate attention is given to as other key types of customers (businesses and visitors).

Paul

Steel

September 12, 2011

Page 11

City of Walla Walla Baldrige Assessment Draft Feedback Report
3.2a(1) A limited description of how the City identifies and innovates its service offerings to enter new markets, to attract new customers, and to provide opportunities for expanding relationships with existing customers is provided. 3.2a(2)

A limited description of how the City determines its customers' key support requirements
ensures that these customer support requirements involved in customer support is provided. 3.2a(3)

and are deployed to all people and processes

The City does not describe how they identify current and anticipate future customer groups and market segments, consider customers of competitors and other potential customers and markets in this segmentation, or determine which customers, customer groups, and market segments to pursue for current and future products. 3.2a(4) The City does not explain how they use customer data to improve marketing; build a more customer-focused culture, or identify opportunities for innovation. 3.2bAIl Customer relationship management as reported appears to be limited in focus to residential customers with inadequate attention placed on business customers and visitors offering significant opportunity to more effectively manage, satisfy, and engage businesses and visitors. 3.2b(1) It Is not clear how the City systematically addresses customer relationship management. actions are described but not a systematic and integrated relationship management. 3.2b(2) The City's approach to complaint management appears to be limited to guidelines advising employees to respond if possible and to attempt to resolve issues as soon as possible. It is not described how complaints are resolved promptly and effectively and a limited description how these actions enable effective recovery of customers' confidence and enhancement of their satisfaction and engagement is provided. These limitations signal the potential added value of developing and implementing a systematic complaint management process. process for ensuring effective Some

SCORE:

20%

Paul Steel

September

12, 2011

Page 12

City of Walla Walla Baldrige Assessment Draft Feedback Report 4
4.1
4.1a

MEASUREMENT, ANALYSIS, and Knowledge Management
MEASUREMENT,ANALYSIS, and Improvement of Organizational

PE,RFORMANCE:
PEHFORMANCE MEASUREMENT
4.1a(1) PERFORMANCE MEASURES 4.1a(2) COMPARATIVE Data 4.1a(3) CUSTOMER Data 4.1a(4) MEASUREMENT AGILITY

4.1b
4.1c

PERFORMANCE ANA.LYSIS and Review PERFORMANCE Improvement
4.1c(1) Best-Practice Sharing 4,lc(2) Future PERFORMANCE 4.1c(3) Continuous Improvement and INNOVATION

4.1 ASSESSMENT FINDINGS
4.1 STRENGTHS 4.1a(1)

+

A key criterion the City uses to assist in alignment of key performance

measures is that" the

measurement system the City uses all must align and be in sync with the City Strategic and Business Plan. Selections are driven by both of these plans," 4.1a(1)

+

A comprehensive summary of the performance measures used by the City and the frequency that they are tracked Is provided. The City's performance data is used at all levels to align resources, support decision-making, and communicate results. In addition, the City uses the data as a voice for the citizens - this helps drive our service, operations and decision making

4.1a(2}

+

The City selects comparative data based on national standards, state standards, leMA standards, and other comparable cities in the State of Washington. For example, similar cities in population size, demographics, economics, and geography can be used for comparison. Other criteria for comparative data are city projects or initiatives recognized by the industry for being innovative. For example, when developing the GIS crime map, the City of Spokane crime map was used as a comparative application.

4.1a(3)

+

Selection and effective use of voice of the customer data follows the City business and strategic plan. Four approaches are taken to accomplish this:

Paul Steel

September

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City of Walla Walla Baldrige Assessment Draft Feedback Report
1.Scanning for emerging trends, challenges, and advantages to identify changing business needs. 2.. WOT analysis done at department level. S 3. Respective department staff collects and analyzes reports and data from internal sources and from Association of Washington Cities; Municipal Research and Services Center; State agencies; Port of Walla Walla; Washington Cities Insurance Authority; US Census; Bureau of Labor; Professional Organizations; case law. Feedback from customers through utility billing; through the internet; department surveys; staff meetings. 4. Threats and opportunities are reviewed during council retreats. 4.1a(4}

+

The city ensures that is performance measurement system is able to respond to rapid or unexpected organizational or external changes by doing the following: • • • Continual review of measurement data by department, division manager or data stewards to ensure quaHty control and assurance of performance measurements. Regular review of SWOT analysis .. Response to change is evident by regular monitoring and communication,

4.1b

+

Review of data measurements • • • •

to support performance

is accomplished through:

Weekly meetings with the City Manager, to include reports and updates from Directors Departmental Meetings, continuous reporting and monitoring Monthly reports to City Council Annual Council retreat

4.1 OPPORTUNITIES 4.1a(1)

FOR IMPROVEMENT

Although the City uses criteria for the selection of its performance measures, it does not have a defined and systematic process for select, collect, align, and integrate data and information for tracking daily operations and overall organizational performance, including progress relative to strategic objectives and action plans. 4.1a{1} It appears that the Ci.ty limits performance measurement focus to its residential customers with limited data and information provided related to its business customers and visitors. 4.1a(1) Although some examples of innovation were provided, It is not clear from the information provided how the City uses its performance data and information to support innovation. 4.1a(2) It is not clear beyond the examples and the information provided how the City ensures the effective use of key comparative data and information to support operational and strategic decision making and innovation signaling an opportunity to consider developing a process for this purpose. 4.1a(4), 4.1a and 4.1b Paul Steel September

12, 2011

Page

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City of Walla Walla Baldrige Assessment Draft Feedback Report
It is not clear that the City's performance measurement system is consistently deployed throughout all departments and divisions based on the limited availability of results data for key performance measures listed here and in Category 7 (Results).

4.1b
It is not clear from the information provided how the City's key performance measures are individually analyzed or how the City uses its reviews of performance measures to assess organizational success, competitive performance, financial health, and progress relative to strategic objectives and action plans or to assess its ability to respond rapidly to changing organizational needs and challenges in its operating environment. 4.1c(1) A limited description of how the City use performance review findings to share lessons 'learned and best practices across organizational units and work processes is provided. 4.1c(2) It is unclear from the information key comparative and competitive provided how the City uses performance data to project future performance. review findings and

4.1c(3)
It appears from the use of the word "will" that the city is in the early stages of using organizational performance review findings to develop priorities for continuous improvement and opportunities for innovation.

SCORE:

30%

Paul Steel

September

12, 2011

Page 15

City of Walla Walla Baldrige Assessment Draft Feedback Report 4.2
4.2a

Management of Information, KNOWLEDGE, Technology:
Data, Information,
4.2a(1} Properties 4.2a(2) Data and lnformatlon Availability 4.2a(3} I{NOWLEDGE Management

and Information

and KNOWLEDGEManagement

4.2b

Management of Information
4..2b(2) Emergency Availability

Resources and Technology

4.2b(1) Hardware and Software Properties

4.2 ASSESSM.ENT FIND.INGS
4.2 STRENGTHS
4.2a(1)

+

A comprehensive description of how the City manages its organizational data,information, knowledge to ensure accuracy, integrity and reliabllltv, timeliness, and security and confidentiality is provided.

and

4 ..2a(2) +
A comprehensive summary of the different ways the City makes needed data and information available to its workforce, suppliers, partners, collaborators, and customers is provided and it includes the use of the following approaches: • • • • Workforce: Intranet web page, staff meetings, employee newsletter, employee advisory meetings, email,internal interactive maps, hard copy documents, personal contact. Suppliers: City web site, email, and personal contact. Collaborators: City web site, email.personalcontact.ftp.CD!DVD. and hard copy documents. Customers: City web site, email, on-line bill pay, on-line interactive GIS maps, online standard maps, public television, radio interviews, newspaper news releases, public events, public hearings, public postings, and personal contact. Certain members of the workforce have wireless access to the City network via cellular aircards. This provides desktop access (and business system access) from virtually anywhere there is a cellular signal. Currently, this group includes Public Works and Police. Additionally, certain workforce staff are assigned a cellular phone or smart phones for voice and data communication, such as e-mail and internet. • The City web site includes a "Doing Business" section to help suppliers, partners collaborators and customers a link to services. These services include links to the online utility bill pay, business licenses, the Joint Community Development Agency, event permits, professional service and small works roster and the public works bids and RFP's. AppliCations such as the Small Works Roster, Land Use applications and GIS data request can be downloaded from the City web site, filled in electronically and submitted electronically or by hard copy. Parks and Recreation has an on-line registration service which allows customers to sign up for a number of recreation programs. The Library has an on-line

Paul Steel

September 12,2011

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City of Walla Walla Baldrige Assessment Draft Feedback Report
account management system which allows account holders to renew, place on hold and view account status. Notifications and reminders are also sent to account holders via email. The City of Walla Walla follows the State of Washington Public Records Act, which requires most records maintained by state, county, and city governments be made available to members of the public. The City Clerk is typically the first line of response when a request is made, however, other departments or divisions may have internal policies and procedures they maintain for records requests. Organizational data, information, and knowledge are managed electronically using specific business information systems and a specific departmental folder structure.

• 4.2a(3)

+

The City uses organizational knowledge in several ways to accomplish the collection and transfer of workforce knowledge; the tra nsfer of relevant knowledge from and to customers, suppliers, partners, and collaborators; the rapid identification, sharing, and implementation of best practices; and the assembly and transfer of relevant knowledge for use in your innovation and strategic planning processes.

4.2b(1) + The City TS Division maintains and manages the City hardware and software assets which follows the organizational requirements for reliability, security, and usability. The TS Division supports hardware and software using a Help Desk system for notification, tracking, and prioritization. In addition, the TS Division uses a selection and evaluation policy to ensure hardware and software are reliable, secure, and user friendly.

4.2b(2)

+

In the event of emergency, the City has an informal Disaster Recovery Plan (DRP used to protect the City's mission critical business system data and applications. The City has two levels of emergency availability: 1). If mission critical business servers go down at City Hall, a replicated server at the Service Center (off site) takes its place with limited disruption. 2)., If a catastrophic event/disaster occurs at City Hall, then only a limited level of services would be available to mission critical business systems The process to protect mission critical business data includes the following steps: •
o

Daily offsite (Service Center) backups Redundancy of our mission critical applications at the Service Center (except for CAD) Redundancy of AS400 at Fire Station 1

In addition, the City contracts with Pocketl,net to for Internet access and redundancy service in case ofan emergency.

4.20PPORTUNITIES 4.2a(2)

FOR IMPROVEMENT

Although several mechanisms are used by the City to make needed data and information available to its workforce, suppliers, partners, collaborators, and customers, a limited description of the process of how this is done is provided. Although several ways are identified as to how the City uses organizational knowledge to accompllsh the collection and transfer of workforce knowledge; the transfer of relevant Paul Steel September 12,2011 Page 17

City of Walla Walla Baldrige Assessment Draft Feedback Report
knowledge from and to customers, suppliers, partners, and collaborators; the rapid identification, sharing; and implementation of best practices; and the assembly and transfer of relevant knowledge for use in your innovation and strategic planning processes, a limited description of the process for managing these activities is described.

4.2b(2)
Although the City has robust back-up systems in place locally, it does not appear it has the capability to recover adequately in the event of a citywide disaster such as a major earthquake 4 ..2 Overall Although the City effectively address many key aspects of the management of Information, Knowledge, and Information Technology, deployment appears to be limited due to the absence of key data and information related to key strategic action plans and operational processes.

SCORE:

45%

Paul Steel

September

12, 2011

Page

18

City of Walla Walla Baldrige Assessment Draft Feedback Report
5
5.1 S.la

WORKFORCE Focus
WORKFORCE. Environment: WORKFORCE CAPABILITY and CAPACITY
5.1a(1) CAPABILITY and CAPACITY 5.1a(2) New WORI<FORCEMembers 5.1a(3} Work Accomplishment 5.1a(4} WORKFORCE Change Management

S.lb

WORKFORCE Climate
5.1b(1) Workplace Environment 5.1b(2) WORI(FORCE Policies and Benefits

5.1 ASSESSMENT FINDINGS
5.1 STRENGTHS 5.1a(1)
+ Workforce capability and capacity needs, including skills, competencies, and staffing levels are addressed informaHy in the several ways including assessing the workforce needs through discussions with management members at the first stage of recruitment. Staffing levels and needs are also considered during the budget process. The City also does the following to gain information related to assessing workforce capability and capacity: • • • • •
o

Performance appraisal process, One on one feedback with employees and their supervisors. Helpdesk tickets Turnaround Minimum times Staffing (Fire), Crime stats (Police)

Standards set by Council/Policyw/in parks there is a standard for acres needed based on population and subsequently standards for number of employees needed to maintain a certain number of acres)

5.1a(2) +
The City recruits both internally and externally for all levels of positions depending upon the needs of the department. Various means of attracting applicants are used including, Internet, newspaper ads, ads in Journals and professional associations, recruiting firms. A thorough and structured screening process is used as is an interview and reference check process that involves key stakeholders at various levels of the organization depending upon the position. The City retains employees passively through its superior benefits package and competitive salaries. In addition, the quality of lifestyle in the Walla Walla valley that has received accolades from various publications (Sunset Magazine, Rand-McNally- Friendliest City) is highlighted to applicants.

5.1a(4) +
The City informally addresses change management related to workforce capability and capacity through top-down communication of changing needs and through cross-training within departments to better enable continuity during periods of workforce reductions. Employees

Paul Steel

September 12, 2011

Page 19

City of Walla Walla Baldrige Assessment Draft Feedback Report
interviewed 5.1b(1} expressed compassion for the coworkers involved in the cutback and at the same time some reported that now work more as a team out of necessity.

+

The City addresses workplace environmental

factors, including accessibility, to ensure and improve

WORKFORCE health, safety, and security as follows: Safety is reviewed, evaluated and issues are corrected as is evident in the City wide safety committee, and several department level safety committees. A procedure is to report all accidents, near misses, etc. and then have the safety committees review them, attempt to identify and resolve the conditions that allowed the issue to arise is in place ..In addition, the City has in place a safety incentive program in Public Works. Health: Health, and prevention 5 ..1b(2) training and programs are reported to be conducted. benefits package that is used as part of

+

The City reports that it provides a superior workforce improving its recruitment effectiveness.

5.1 OPPORTUNITIES FOR IMP.ROVEMENT
5.1a(1} The City reports that it does not currently have a formal process or utilize any tools for modeling staffing needs nor do they have a formal means of assessing the ca pability of our current workforce or their competencies and that limited knowledge exists related to standards within departments. 5.1a(2)

A limited description of how the City places new workforce members is provided indicating a area
for potential improvement. 5.10;1(3} Actions focused on organizing and managing the workforce to accomplish the work of the organization, to capitalize on the City's core competencies, to exceed performance expectations, and to address strategic challenges and action plans are in the early stages of development and significant improvement potential exists in continuing efforts that have been initiated or are planned as well as developing an integrated work management rna nagement and organization of the workforce. system to ensure effective

5.1a(4)
Preparation for periods of workforce growth is currently not done across the departments but could become important if the City is successful in expanding tourism, business growth, and/or other functions not currently performed by the City.

5.1a(4)
Employees interviewed expressed a variety of concerns regarding recent cutbacks. Some have specific issues that they believe were not handled well. These issues vary by department and by employee type. In all, their feedback supports a need for the City to develop an improved approach to change management that better balances their needs. 5.1b(1) It is unclear from the information reported that processes designed to evaluate general workplace security exist offering an opportunity to better protect all types of City employees. 5.1b(1}

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September

12, 2011

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City of Walla Walla Baldrige Assessment Draft Feedback Report
It does not appear from the information reported that the City has performance goals related to workplace safety, health, or security. SCORE; 25%

Paul Steel

September

12, 2011

Page 21

City of Walla Walla Baldrige Assessment Draft Feedback Report
5.2 5.2a WORI<FORCE ENGAGEMENT: WORKFORCE PERFORMANCE
5.2a(1) Elements of ENGAGEMENT 5.2a (2) Organizational Culture 5,2a(3) PERFORMANCE Management

5.2b

Assessment

of WORKFORCE ENGAGEMENT
with Business RESULTS

5.2b(1} Assessment of ENGAGEMENT 5.2b(2} Correlation

5.2e

WORI(FORCE and Leader Development
5.2c(1) LEARNING and Development 5.2c(2} LEARNING and Development 5.2c(3) Career Progression System Effectiveness

5.2 ASSESSMENT FINDINGS
5.2 STRENGTHS
5.2a(1}

+

The City attempts to promote workforce engagement in the following ways: • Training - employee training designed to help employees perform their work at a high level - some examples from Parks & Recreation include Playground safety, First Aid/CPR, Certified flagger, Pesticide applicator's
II

license, Arborist CEU's they work in

Employee input - employees are expected to provide input to improve the work processes they're asked to do and the environment Measured on performance goal setting Information Department evaluations - through supervisor comments and employee's

II

II

received in Human resources during exit interviews senior management staff meetings


II

Participation on Employee Advisory Committee Weekly staff meetings City wide email Employee Benefits Advisory Meetings culture that is characterized by open communication,

• •


5 ..2b(2) +

The City attempts to foster an organizational high-performance • •
II

work, and an engaged workforce in the following ways: on Employee Advisory Committee and Employee Benefits

Encourage employee participation Advisory Committees

Senior Management weekly meetings Departmental weekly/monthly meetings Site Plan reviewEngineering, Planning, Parks & Rec, Fire Recreation programs - Library, Recreation, Police, Fire Equipment sharing - Water, Streets, Landfill, Parks & Rec City Wide email September

..
II II

Paul Steel

12, 2011

Page 22

City of Walla Walla Baldrige Assessment Draft Feedback Report

III

Empl.oyee progress evaluated on performance appraisals Solicit feedback and solutions from employees at large, (during 2010 budget concerns the City Manager met with all employee groups asking them to submit ideas to him about ways to reduce expenses.) Diverse hiring practices Employee Suggestion program exists Cross department project planning meetings system addresses the following factors for its workforce

III III

5.2c(1} +
The City's learning and development members and leaders: •

Ethics and ethical business practices - the city reinforces through its annual training ethical business practices and reinforces them through personnel policies, administrative policies and collective bargaining agreements Customer focus - the city provides customer service training to employees and communicates at the department and division level expectations regarding customer service related to our citizens. Employee performance is evaluated in this area on an annual basis. Learning and development needs, including those that are self-identified and those identified by supervisors, managers, and senior leaders-employees are provided with an annual performance appraisal which identifies areas for development, both from the employee's perspective and the supervisor. The transfer of knowledge from departing or retiring workforce members- when an employee is retiring there is frequently a transfer of basic knowledge at that time to others in the workplace. Additionally, within departments as they are able to, they provide cross training on duties and document their processes and procedures via procedure manuals.

5.2 OPPORTUNITIES FOR IMPROVEMENT 5.2b(1}
Although some survey and other types of information are collected, it is not clear how the City "determines" the key elements that affect workforce engagement.

5.2b(2)
The City acknowledges that it is presently unable to correlate its workforce with organizational performance results. engagement findings

5.2c(1)
The City's learning and development approaches reportedly do not address its core competencies, strategic challenges, and accomplishment of its action plans, both short-term and long-term in relation to its workforce members and leaders. In addition, the City does not have a formal learning and development system that addresses its core competencies, strategic challenges, and its action plans. Further, the City does not have a "continuous improvement" process in place. Most departments are reactive and address needs for improvement and innovation on a reactive and as needed basis.

5.2c(2)
Evaluation of learning effectiveness is limited to surveys completed at the end of classes and not after to determine if the training was effective. In addition, it is not clear from the information

Paul Steel

September

12,2011

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City of Walla Walla Baldrige Assessment Draft Feedback Report
provided that the effectiveness of leadership development is done which may be important the strategic challenge of an aging workforce reported in the Organizational Profile. S.2c(3} -The City does not have a formal succession planning program and this appears to be important given the strategic challenge of an aging workforce reported in the Organizational Profile. High performing employees are identified by their department supervisors or directors and given opportunities to attend trainings that may benefit them and the City. The Baldrige exercises are an example of employee participation across the board - not just mid-management and directors. Leadership Walla Walla and Sherwood Leadership Class are examples of local leadership programs available to employees that have an interest in management positions within the City, paid for by the city and given time on the job to participate. given

SCORE:

20%

Paul Steel

September

12, 2011

Page 24

City of Walla Walla Baldrige Assessment Draft Feedback Report 6
6.1
6.1a

Operations Focus
WORK SYSTEMS:
WORK SYSTEM Design
6.1a(1) Design Concepts 6.1a(2} WORK SYSTEM Requirements

6.1bWORI{

SYSTEM Management

6.1b(1) WORK SYSTEM Implementation 6.1b(2) Cost Control

6.1e

Emergency Readiness 6.1 ASSESSMENT FINDINGS:

6.1 STRENGTHS: 6.1a(1)

+

The City uses cost, capacity, and policy directives to decide which [work] processes within its overall work systems will be done internally which will use external resources (outsourced),

6,lb(1) and b(2) +
The City's key work systems include Public Works, Support Services, Parks, Administration, Police and Fire, The steps taken to manage and improve the work systems include: • • • Sustainability: Hiring competent people

Training for the purpose of improving the work systems Manage budget process, and

• Effectively respond to customer input Budget monitoring (e.g, State Audits, S&P & Internal, quarterly Council review, Council Finance Committee Monthly}, evaluating departments from the perspectives of cost comparison, expectations of citizens, visitors, businesses and leadership, and State and Federal are used to control the overall costs of the work systems, Training/Education, Peer Reviews (reviews of Engineering designs, Finance financial statement reviews) are used to prevent defects, service errors, rework, and to minimize productivity losses in addition to best utilizing resources (people), Knowledge, Experience, Contracts, Price Comparison, Quality Control/Assurance, InternallnspectionsjAudits.

s.ic +
The City ensures WORK SYSTEMand workplace preparedness for disasters or emergencies in the following ways.: • A dedicated agency - Emergency Management (County) Agency for Natural Disasters

Paul Steel

September

12, 2011

Page 25

City of Walla Walla Baldrige Assessment Draft Feedback Report
-Internally, Tech Services has established some emergency preparedness for the computer network used by the City. procedures/policies 6.1 OPPORTUNITIES

FOR IMPROVEMENT:

6.1a(1)
The City reportedly does not have a defined process to design and innovate its key work systems limiting its ability to achieve both continuous and breakthrough levels of improvement.

6.1a(2}
Although information used to determine key work system requirements, incorporating input from customers, suppliers, partners, and collaborators, is provided, it does not appear that the City has a defined and systematic process capable of determining these requirements.

6.1b(2)
Although budget management is reported to be used to control costs, some areas of the City report not having budget information available when they need it to be able to determine how they are performing in relation to budget requirements ..In some cases, understanding how to use software that assists in budget performance tracking was reported to be limited.

6.1c
The City is reported to lack internal procedures/policies for dealing with natural disasters or emergency situations .. If correct, this appears to would appear to leave the City more vulnerable to the effects work system and/or workplace disasters or emergencies.

SCORE:

25%

Paul Steel

September

12,2011

Page 26

City of Walla Walla Baldrige Assessment Draft Feedback Report
6.2
6.2a

WORK PROCESSES
WORK PROCESS Design
6.2a(1l Design Concepts 6.2a(2) WORK PROCESSRequirements

6.2b. WORK PROCESS Management
6.2.b(1} 'KEYWORK PROCESSImplementation 6.2b(2) Supply-Chain Management 6.2b(3) PROCESSImprovement

6.2 ASSESSMENT FINDINGS:
6.2 STRENGTHS: 6.2a(1)

+

The City Finance Department following steps:

designs its work processes to meet key requirements

using the


• •

Define the goal discuss implications review alternatives, discuss with departments select an option test it review implement notify


• •
• •
6.2a (1l

+
6.2b(2)

Although the Finance Department designs work processes to meet key requirements defined steps, this is reported to not be true for the other City departments.

using

+

Supply-chain Inventory management is addressed using Cartegraph (software) in some divisions. In some cases specifications that must be met are used to ensure qualified suppliers. In addition, RFPs, quotes and bids are used to help ensure specifications are met. Experience and product familiarity, prior performance (bonds, insurance and licensing), and State Guidelines are also used to select qualified suppliers. Supplier performance is evaluated using delivery time performance, low cost quality product, cost comparisons, previous experience, inspections, product reviews, tests, and 1 year warranty requirements on locally funded projects; In the case of poorly performing suppliers, the City withholds pavment/retainage, no longer purchase from them, and/or communicate poor performance to supplier ..

6.2 OPPORTUNITIES 6.2b(3)

FOR IMPROVEMENT:

Paul Steel

September

12,2011

Page

27

City of Walla Walla Baldrige Assessment Draft Feedback Report
The City does not have a practical and systematic process to improve its processes, achieve better performance, reduce variability, and improve its services signally a significant opportunity to accelerate its rate of improvement citywide in a way that is beneficial to all its stakeholders. 6.2a(2) Although information used to determine key work system requirements, incorporating input from customers, suppliers, partners, and collaborators is provided, it does not appear that the City has a defined and systematic process capable of determining these requirements. 6.2a(2) Identification development 6.2b(1) The City is reported to not have a defined process or systematic approach to ensuring that Its key work processes meet key work process requirements due to the lack of these requirements with the exception of budget requirements. Other than budget requirements, the city is reported to not have key performance measures or indicators and in-process measures for the control and improvement of its work processes of key work processes and related requirements is in an early stage of and offers a significant improvement potential citywide.

SCORE:

15%

Paul Steel

September

12,2011

Page

28

City of Walla Walla Baldrige Assessment Draft Feedback Report 7
7.1
7.1a 7.1b

RESULTS
Product and PROCESS Outcomes:
CUSTOMER-Focused Operational Product and PROCESSRESULTS

PROCESS EFFECTIVENESSRESULTS
EFFECTIVENESS

7.1b(1) Operational

7.1b(2) Emergency Preparedness

7.1c

Strategy Implementation

RESULTS

7.1 ASSESSMENT FINDINGS
7.1 STRENGTHS 7.1a

+

Parents satisfaction with the condition of Walla Walla soccer fields is improving from 2008 through 2010 and is rated higher than the satisfaction with the Milton-Freewater School District Fields.

7.1b(1}

+

The crime rate for the COWW (Figure 7.1-15) has decreased on an overall basis from 2007 through 2010.

7.1 OPPORTUNITIES 7.1a

FOR IMPROVEMENT:

Limited Customer-Focused 7.1a(1}

Product and Process performance

results were provided.

Limited or no results were provided for the following key Operational measures: • • • • • • • • •
o

Effectiveness performance

Figure 7.1-1 Water Quality Testing/Compliance Figure 7.1-2 Percent of water loss Figure 7.1-3 Resident vehicle collision data Figure 7.1-4 Annual solid waste tonnage Figure 7.1-5 Recycling tonnage Figure 7.1-6 Recycling participation Figure 7.1-7 Green Waste tonnage Figure 7.2 -8 Customer Focus Results Figure 7.1-9 Wastewater peak flows Repair and Figure 7.1-10 Annual miles of street replaced through IRRP (Infrastructure Replacement Program Figure 7.1-11 Sewer back-up claims

Paul Steel

September

12, 2011

Page 29

City of Walla Walla Baldrige Assessment Draft Feedback Report
7.ta{1} Although the crime rate for the COWW {Figure 7.1-15} has decreased on an overall basis from 2007 through 2010 it remains higher than the state average during this period; 7.1a(1) The number of Website Hits is trending adversely from 2008 through 2010 indicating decreasing usage. Service requests by city employees to the Technology Services Department unfavorably over the last three years. 7.1a(2) Limited or no Emergency Preparedness performance results were provided indicating an opportunity to better manage this key area of responsibility in a more fact-based manner by using relevant performance information. 7.1b{1} Limited or no results were provided for the following key Operational measures: Effectiveness performance have decreased

• •

7.1-1 Water Quality Testing/Compliance 7.1-2 Percent of water loss 7.1-3 Residentvehide collision data

• • •

• •

7.1-4 Annual solid waste tonnage
7.1-5 Recycling tonnage 7.1-6 Recycling participation 7.1-7 Green Waste tonnage 7.2 -8 Customer Focus Results 7.1-9 Wastewater peak flows Repair and 7.1-10 Annual miles of street replaced through IRRP (Infrastructure Replacement Program 7.1-11 Sewer back-up claims

• •
7.1b(1)

Although the crime rate forthe COWW (Figure 7.1-15) has decreased on an overall baSISfrom 2007 through 2010 it remains higher than the state average during this period. 7.1b{1} The number of Website Hits is trending adversely from 2008 through 2010 indicating decreasing usage. 7.1b(1) Service requests by city employees to the Technology Services Department unfavorably over the last three years. 7.1b(2) Limited or no Emergency Preparedness performance results were provided indicating an opportunity to better manage this key area of responsibility in a more fact-based manner by using relevant performance information. have decreased

Paul Steel

September

12, 2011

Page 30

City of Walla Walla Baldrige Assessment Draft Feedback Report
7.1c limited or no Strategy Implementation performance results were provided indicating an opportunity to better understand the performance effectiveness of strategies and action plans. 7.1 All A limited quantity ofproduct/service and process performance measures are provided in comparison to what has been described in the Criteria responses provided in the Organizational Profile and Categories 1 through 6 and in relation to what is commonly reported for organizations of this type and size. Improved integration of the service/product and process performance measures with appropriate processes and action plans will better enable the city to achieve its desire to become a best-In-class city on an overall basis. SCORE: 25%

Paul Steel

September

12, 2011

Page 31

City of Walla Walla Baldrige Assessment Draft Feedback Report
7.2
7.2a

CUSTOMER-Focused Outcomes:
CUSTOMER-Focused RESULTS

7.2a(1) CUSTOMER Satisfaction 7.2a(2) CUSTOMER ENGAGEMENT

7.2 ASSESSMENT EINDINGS:
7.2 STRENGTHS:
7.2a Customer-Focused Results

+
7.2a

Walla Walla's affordable housing index (Figure 7.2-3) has trended higher since 2008 both locally and state wide outperforming the WA State average. Customer-Focused Results

+

Employment Growth in Walla Walla County (Figure 7.2-4) exhibits a flat performance trend when analyzed on an overall basis from 2007 through 2010. This would appear to be favorable given the current national and state economic conditions. Customer-Focused Results rate (Figure 7.2-5) compares favorably to the US and WA State approximately 20% better in 2010.

7.2a

+
7.2a

The COWW's unemployment

averages for the period of 2006 through 2010 by performing Customer-Focused Results

+

Trend improvement is evident in each of the hotel-related measures including Revenue (Figure 7.2-6), Occupancy (Figure 7.2-7) and Average Room rate (Figure 7.2-8) for period of 2009 extending into 2011.

7.2 OPPORTUNITIES
7.2a

FOR. IMPROVEMENT:
Results data is available for the following key Customer-

Customer-Focused

No current trend or comparison performance Focused Performance measures: • • 7.2a

7.2-1 Citizens Survey of Satisfaction Survey Results- parks, streets, library, police, fire, sanitation, landfill, recycling 7.2-2 Businesses' Satisfaction Survey Results

Customer-Focused

Although the COWW's unemployment rate (Figure 7.2-5) compares favorably to the US and WA State averages for the period of 2006 through 2010, its overall trend is unfavorable resulting in a higher unemployment rate than previous years. 7.2b Limited results are provided related to customer engagement. 7.2a

Paul Steel

September

12, 2011

Page 32

\

City of Walla Walla Baldrige Assessment Draft Feedback Report
A limited qua ntity of customer-focused performa nce measures are provided in com parison to what has been described in the Criteria responses provided in the Organizational Profile and Categories 1 through 6 and in relation to what is commonly reported for organizations of this type and size. Improved integration of the customer-focused performance measures with appropriate processes and action plans will better enable the city to achieve its desire to become a best-in-class city on an overall basis.

7.2a
limited segmentation by key customertypes (Residents, Businesses, and Visitors) is provided for the Customer-Focused performance results making it difficult to determine the relative performance of each ofthese key customer segments for improvement purposes.

SCORE:

20%

Paul Steel

September 12,2011

Page 33

City of Walla Walla Baldrige Assessment Draft Feedback Report
7.3
7.3a

WORKFORCE-Focused Outcomes:
WORI(IFORCE RESULTS
7.3a(1) Workforce 7.3a(2) Workforce 7.3a(3) Workforce 7.3a(4) Workforce Capability and Capacity Climate Engagement Development

7.3 ASSESMENT FINDINGS
7.3 STRENGTHS:
7.3 All There are no strengths because no workforce-focused performance results were reported.

7.3 OPPORTUNmES
7.3a All

FOR IMPROVEMENT:

Although efforts are underway in each of the following areas, there are currently no trend or comparison performance data available for the following key Workforce-Focused Performance measures: • • • • • • • • Figure 7.3-1 Percent completion Figure 7.3-2 Employee satisfaction Figure 7.3-3 Employee engagement Figure 7.3-4 Leadership effectiveness Figure 7.3-5 Tra ining and learning Figure 7.3-6 Employee turnover (employee retention Figure 7.3-7 Employee diversity Figure 7.3-8 Employee carrier development (promotions) of employee annual performance evaluations

• Figure 7.3-9 Employee satisfaction with administration of benefits Implementing the above workforce-focused performance measures may enable better management of the workforce engagement and satisfaction. 7.3AII performance measures are provided in comparison to what has been described in the Criteria responses provided in the Organizational Profile and Categories 1 through 6 and in relation to what is commonly reported for organlzatlons of this type and size. Improved integration of the workforce-focused performance measures with appropriate processes and action plans will better enable the city to achieve its desire to become a best-inclass city on an overall basis. and also identify opportunities to improve workforce

A lack of workforce-focused

Score: 0%

Paul Steel

September 12, 2011

Page 34

City of Walla Walla Baldrige Assessment 7.4
7.4a

Draft Feedback

Report

Leadership and Governance Outcomes:
Leadership, Governance, and Societal Responsibility Results
7.4a(1) Leadership 7.4a(2) GOVERNANCE 7.4a(3) Law and Regulation 7.4a(4) ETHICS 7.4a(S} Society

7.4 ASSESSMENTFINDINGS
7.4 STRENGTHS:
7.4a(l)
++

The COWW has received several accolades in recent years related to quality of life including Friendliest City, Best Place to Retire, and top ten small towns for food establishments. The city's leadership can take pride in preserving and enhancing an environment that contributed to these outstanding accom plish ments. The COWW has demonstrated overall improvement trends since 2008 and earlier for the following societal support performance measures: Free Summer Meals Served (figure 7.4-1), Rate of Soccer Season Administered by Walla Walla Parks and Recreation Program (Figure 7.42), and Participation in Recreation Programs (Figure 7..4-3) indicating a strong commitment to supporting the residents participating in these programs.

7.4a(5)

+

7.4 OPPORTUNITIES FOR IMPROVEMENT
7.4a(5) Although some key societal support performance results are reported, there are currently no trend or comparison performance data available for the following key types of leadership and governance performance measures: senior leaders' communication and engagement with the workforce; governance and fiscal accountability, internal and external, as appropriate; legal and regulatory; and ethical behavior and stakeholder trust. Selecting appropriate leadership-related performance measures for these areas may be essential to ensuring the over leadership and governance effectiveness of the COWW. 7.4 All A limited quantity of leadership and governance performance measures are provided in comparison to what has been described in the Criteria responses provided in the Organizational Profile and Categories 1 through 6 and in relation to what is commonly reported for organizations of this type and size. Improved integration of the leadership and governance performance measures with appropriate processes and action plans will better enable the city to achieve its desire to become a best-in-class city on an overall basis.

SCORE:

25%+

Paul Steel

September

12,2011

Page 35

City of Walla Walla Baldrige Assessment Draft Feedback Report
7.5
7.5a

Financial and Market Outcomes:
Financial and Market Results
7.5a(1) Financial Performance 7.5a(2) Marketplace Performance

7.5 ASSESSMENT FINDINGS
7.5 STRENGTHS: 7.5a(1)

+

The City has not received any adverse WW State Auditor findings, confirming that the City's internal control structure produces financial statements thatare free of material misstatement, whether caused by error, fraudulent financial reporting or misappropriation of assets since 2007; This compares favorably with the cities of Richland and Pascoe which have received adverse audit finding during this period.

7.5a(1) + Walla Walla has been awarded the GFOA Certificate of Achievement for Excellence in Financial Reporting for the last 3 years. In order to be awarded the Certificate of Achievement, the City must publish an easy to read and efficiently organized comprehensive annual financial report (CAFR) that satisfies both accounting principles generally accepted in the USA and applicable legal requirements. FOR IMPROVEMENT:

7.5 OPPORTUNITIES 7.5a(1)

Although some key financial performance

results are reported, there are currently no trend or

comparison performance data available for budget performance segmented by Departments and Divisions. Managing the budget has been identified as important from a stakeholder perspective ..Although some information is collected, reported and use to manage the city that information was not provided for this assessment. Limited, incomplete, and/or late budget performance information can limit the effectiveness of all departments, divisions, and the city overall in effectively managing their areas of responsibility to budget constraints. 7.5a(1) Although WW has not received any adverse WW State Auditor findings, it would likely be beneficial to examine the comparison for this performance measure to include WA State average. 7.5a(1) and a(2)

A limited quantity of financial and marketplace performance measures are provided in
comparison to what has been described in the Criteria responses provided in the Organizational Profile and Categories 1 through 6 and in relation to what is commonly reported for organizations of this type and size. 1mproved integration of the financla I and ma rketplace performance measures with appropriate processes and action plans will better enable the city to achieve its desire to become a best-In-class city on an overall basis. SCORE: 20%

Paul Steel

September

12, 2011

Page 36

City of WaHa Walla Baldrige Assessment Draft Feedback Report
C.ity of Walla Walla Baldrige Assessment
Total Points Possible Column A Percentage Score

Scoring Summary
Scoring Band Column D

Summary of Criteria Items Category 1 (Process)

0-100%
Column B

Score (A x B) Column C

1.1 1.2
Category Total Category 2 (Process)

70 50
120

25% 55%

18 28
45

2.1 2.2
Category Total Category 3 (Process)

40 45
85

30% 20%

12
9
21

3.1 3.2
Category Total Category 4 (Process)

45 40
85

25% 20%

11 8
19

4.1 4.2
Category Total Category 5 (Process)

45 45
90

30% 45%

14 20
34

5.1 5.2
Category Total Category 6 (Process)

40 45
85

25% 20%

10 9
19

6.1 6.2
Category Total

45 40
85

25% 15%

11 6
17 Process Scoring Band

l

SUBTOTAL

Cat. 1-6

550 120 90 80 80 80 25% 20% 0% 25% 20% 30 18
0

155

Category 7 (Results)

7.1 7.2 7.3 7.4 7.5

20 16
Results Scoring Band

l

SU'BTOTAL Cat. 7 GRAND TOTAL (D)

450 1,000 TOTAL SCORE

84 239

Paul Steel

September

12, 2011

Page 37

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