HFC is a group of approximately 200 employees that provides a diverse range of media services to 360+ parks in the National Park system. Key driving factors for process change included the competitive sourcing directive of the current administration and a need to improve what and how they provided services. This large-scale effort brought together customers, suppliers and employees to create a strategic process picture to meet future customer needs, identify their essential work and form a new organization structure. Major processes (e.g. project management and tracking) were redesigned in order to determine technology requirements.

Ms. Walker led the Building Services Division through redesign of inspection services related to building permits. She facilitated a cross-functional team that analyzed the options and selected technology that had the potential to interface with other departmental systems. Then she worked with the team to develop a plan for acquisition of the technology from an external vendor.

Ms. Walker performed a strategic technical/business analysis of this section’s work order technology/processes. Two computer systems were critical to the Work Order processes. Changes to the computer systems had impacted the Section’s ability to perform its functions and caused confusion and questions about the systems’ capabilities. Ms. Walker documented the capabilities of the two computer systems, including the systems’ performance on the King County Wide Area Network. Then she communicated the capabilities of the systems to all employees in the Section. Finally, she made recommendations for access to the systems, disciplines to be put in place to engender long term viability and options for technical support for the systems.

Ms. Walker led a 1300 member organization through a project to redesign the payroll process. She built a project structure that allowed participation from represented (10+ unions) and non-represented employees. The structure involved participation from all levels of the organization through the use of a management steering committee, a middle management stakeholder’s group and the process improvement team. She facilitated each of these groups while building an internal team leader’s expertise. Her work included translating business requirements into technology requirements and implementing the new process.