RichmondWorks Is Working!

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RichmondWorks Is Working

September 30, 2008

When I came into office in 2005, Richmond's government resembled anything but a modern operation.

In many City departments, there were no performance management standards of any kind. Many records were not kept electronically, if they were kept at all. Tracking employee and departmental performance in many cases was impossible because no data existed or much of what was available was either incomplete or unusable.

Lip service was paid to the idea of measuring results but, under the old form of government, we had neither the reliable data nor the commitment to implement such a program.

That is why my Administration announced we would "tear down the silos" between City departments and establish the RichmondWorks program - to help make government more efficient and hold top and mid-level managers responsible for employee performance - and RESULTS.

RichmondWorks is modeled after the CitiStat performance tracking system launched in Baltimore, Cleveland, Buffalo and other major cities. While similar to that model, RichmondWorks is a less confrontational version than CitiStat by focusing on identifying and solving problems among departments through an ongoing series of regular meetings.

And RichmondWorks is working! Introduced in the summer of 2007, RichmondWorks now covers five City departments which undergo a detailed review every 90 days. And it all begins with the one thing this government failed to keep accurate records of for decades: DATA. Before this program, the City did not collect or organize data in a manner that could be tracked and measured.

It is impossible to improve government efficiency without measuring performance and it is impossible to track results without reliable data. Almost every business in the private sector does it and our government should be no different.

The 311 Call Center is an example of measuring the data in order to improve efficiency and customer service. The call center was officially launched earlier this year as a way to improve citizen access to City services and departments.

Every call is tracked to measure agent productivity and how long each citizen is either on the phone or waiting for assistance. For example, early in FY 2008 when the 311 Center was undergoing trial runs, the targeted goal of answering a call was 30 seconds, but in actuality it took 108 seconds. From November 2007 through April 2008, however, performance greatly improved and the average speed to answer a call was only 18 seconds.

In line with corporate industry standards, the 311 Call Center set a target productivity of 70% and as of April 2008, it earned an 85% productivity rate.

The results are clearly improving and, given time, will become even more responsive and efficient when citizens call in for government services. City Council tried to slash funding for the Call Center by 53%, which would severely impact staff levels, answer times, and jeopardize the improved productivity just as RichmondWorks shows the center is improving every month.

Some of the City departments now entering the RichmondWorks program include Procurement, Fleet, and Fire, Parks & Rec., which are some areas recently identified by the city auditor as areas where our government can become more efficient.

In fact, in a committee meeting just last week, the auditor acknowledged the challenges we face. He said "Every system runs on data. If you have good data, then only the system is useful. Otherwise you could have the best system in the world and inadequate data and that system is useless."

In Fleet Operations, for example, no reliable data had ever been kept to track performance or measure results. However, software now being implemented will collect data and measure such things as frequency of repairs, the length of time each mechanic takes for specific service jobs (i.e. an oil change), and so on. It will also specify the exact make and model of all vehicles in the City Fleet.

Previously, one mechanic might enter work on a Chevy Cavalier into the records as "Chevy 4 door" while another might enter "Chevy Sedan." The new system will have specific drop-down menus that list the exact make and model. Without the data being consistent, it was impossible to accurately track performance to see when cars had been serviced, which had problems, and how quickly repairs were completed.

Before, Fleet did not track warranties on new vehicles and often did repair work in-house that could have been done at the expense of the manufacturer. Their new software keeps track of this data and also prevents wasteful and duplicative use of resources. Just like the Call Center, with reliable data and time to work, these departments will achieve greater efficiencies.

Another benefit of RichmondWorks is the improved communication between City departments. In years past, especially in some areas like Shockoe Bottom, you might often see a road or sidewalk repaved and just a short time later ripped up again for underground utility work to begin.

One of the most notorious examples of lack of coordination was the day some years ago when "No parking" signs were placed on trees along Main St. by the Department of Public Works (DPW) to announce street cleaning later in the week. All the trees were cut down the next day by the Tree Division and dozens of cars were all towed away later that week because the residents never saw the signs.

Today, City departments are much better prepared to do work in a coordinated manner. If a street is scheduled to be repaved but utility work is also scheduled, DPW reschedules its task until after the Department of Public Utilities has finished its work. This saves money and eliminates the DPW crew from having to do the same work twice.

As RichmondWorks tracks more City departments' performance, it will lead to greater efficiency and accountability in your government. It takes time, however, to effectively gather all of the needed information and apply it so that we can make the vital changes that had long been ignored.

While audits are good at identifying where money might be saved, RichmondWorks is the actual measuring tool used to analyze data, track performance and results, streamline departments, and make accountability the rule - NOT the exception.

In the years ahead, I am confident we will look upon this program as an essential tool of government that will continue to transform us into a more professional organization, delivering a better and more efficient government for all of our citizens.