ROLE 4: Encourage or Assist Management:
Practice 4b. Assist Management: Assist management in designing, improving or maintaining performance management systems, or build the capacity of management to do so.
King County, Washington, Auditor
UPDATE: On July 7, 2008, the King County Council passed the Performance and Accountability Act (see “Tool” below), incorporating recommendations of the Work Group convened by the County Auditor (below). The Auditor’s Office helped draft the legislation. The Act mandates strategic plans by all county agencies linked to a countywide strategic plan and updated at least every five years, annual business plans by all agencies, and two annual public performance reports: “King County Scorecard” and “The State of King County.” The reports will combine information from citizen opinions, community outcome indicators, and service performance measures. The Act also mandates the County to involve the public in review of county priorities, community indicators, and the countywide strategic plan. The Act requests the County Executive to propose an ordinance and fiscal note creating an executive office to oversee performance management of executive branch organizations and provide technical support to elected agencies.
PREVIOUSLY REPORTED ON THE PERFORMANCE MEASUREMENT WORK GROUP:
The King County, Washington, Performance Measurement Work Group is convened and facilitated by the auditor’s office to enhance the performance management and measurement capabilities of King County government leaders. Since 2003, the Work Group of approximately 25 members from the Office of the County Auditor, executive departments, the judiciary, the County Council, and separately elected county officials such as the sheriff, the prosecutor, and the assessor, has increased government accountability through a consistent approach to strategic planning.
The Work Group has worked in an advisory capacity to help department managers improve goal alignment in their budgets and business plans. After critiquing department business plans, Work Group members helped lay in place a standardized framework for improved performance management. In 2004, the Work Group created Business Plan and Performance Measurement Guidelines for use in County department and agency budgeting and program planning. (See “Reports” below.) The Work Group guidelines assist department management in identifying measurable program goals and objectives, while clarifying linked elements of business plans and providing useful case examples. In 2007, the guidelines became an official component of the County’s annual budget and business plan instructions issued by The Office of Management and Budget (OMB), the county’s executive budget office. The OMB actively consulted the Work Group while developing these instructions, ensuring their effectiveness for the seven departments under the County Executive. As executive departments are expected to use the business plan instructions, the Work Group is on hand to ensure consistent, universal practices and methods among department managers.
In 2008, the Work Group is aiming to foster a countywide performance measurement and management system that allows county managers to plan off of one script. It has formed four subcommittees on strategic planning, performance reporting, citizen engagement, and countywide performance management coordination. The subcommittees, consisting of five to seven members, will offer an array of deliverables across these areas to assist agency managers and to move the county closer to a countywide system of performance measurement, management, and reporting, which includes citizen participation. The Work Group is also reviewing the 2004 Guidelines for updates and revisions.
Tool:
Performance and Accountability Act (PDF)
Report:
Performance Measurement Work Group Business Plan and Performance Measurement Guidelines (2004) (PDF)
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