Title
AN ORDINANCE establishing a performance management action team to connect agency performance and budgeting to the King County Strategic Plan goals and priorities in order to enhance transparency and accountability to the public.
Body
STATEMENT OF FACTS:
1. King County's citizens demand and deserve the highest level of public services and expect that their tax dollars will be wisely used to provide those services.
2. County government must continuously improve its management and accountability so citizens receive maximum value for their tax dollars.
3. Article 2 of the King County Charter establishes the metropolitan King County council as the policy body with all legislative powers of the county.
4. In 2008, the metropolitan King County council adopted Ordinance 16202, which created a countywide performance and accountability system to promote a culture of accountability within King County government.
5. In 2010, the metropolitan King County council adopted Ordinance 16897 approving the King County Strategic Plan, 2010-2014, which establishes the broad policy and management framework to unify and inform decision making across all branches of King County government.
6. The council and executive have found that the adopted performance management and accountability system has not been fully realized through the translation of the broad goals of the King County Strategic Plan to agency-level and cross-agency operational planning, implementation and evaluation.
7. The executive is testing and evaluating a number of initiatives based on the King County performance management and accountability system and the King County Strategic Plan to improve the efficiency, effectiveness, equity and accountability of county government operations in a time of limited resources. These initiatives include goal teams, line of business planning, product-based planning, and Automated Business Transformation performance management system proof of concept testing.
8. For countywide performance management and accountability efforts to succeed over the long term, agency operational and budgeting processes must be connected to the long-term goals and priorities in the King County performance and accountability system and the King County Strategic Plan, and a system must be put into place to continuously evaluate and improve on these efforts.
BE IT ORDAINED BY THE COUNCIL OF KING COUNTY:
SECTION 1. A. A performance management action team shall be established to review and make recommendations to the council regarding connecting agency operational and budgeting processes to the King County performance management and accountability system and the King County Strategic Plan's goals and priorities.
B. The performance management action team shall consist of three members of the council, as designated by the chair of the council, and the executive as follows:
1. The chair of the council, who will serve as chair of the performance management action team;
2. The chair of the council's budget and fiscal management committee or its successor;
3. The chair of the council's committee of the whole; and
4. The executive.
C. The performance management action team shall be supported by an interbranch working group consisting of:
1. Up to six staff designated by the executive;
2. Up to six staff designated by the chair of the council; and
3. The auditor.
D. The performance management action team shall submit a report with recommendations to the metropolitan King County council by April 30, 2013, in the form of a paper and electronic copy filed with the clerk of the council, who shall distribute electronic copies to all councilmembers. The report shall include:
1. As informed by the interbranch working group and a best practices memorandum from the auditor, a review of planning models that can be used to connect the goals and priorities of the King County performance and accountability system and the King County Strategic Plan to agency operational and budgeting processes, to evaluate outcomes, and to define how accountability will be achieved;
2. A recommendation of one to two models for further review and implementation, including a description of the schedule, structure and staffing for the proposed model or models during 2013 and 2014; and
3. Code revisions and any other legislation needed to implement the new performance management model.