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Why the State Auditor’s Office?

Financial Sustainability and Performance Avoiding pitfalls and getting the most bang for your buck Washington State Association of Counties June 6, 2013 Larisa Benson, Director of Performance Audit. Why the State Auditor’s Office?.

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Why the State Auditor’s Office?

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  1. Financial Sustainability and PerformanceAvoiding pitfalls and getting the most bang for your buckWashington State Association of CountiesJune 6, 2013Larisa Benson, Director of Performance Audit

  2. Why the State Auditor’s Office? • As performance auditors, we conduct research and use tools that, if shared more broadly, could help many local governments reduce their costs and improve performance. • Sometimes an independent perspective and expertise from outside the organization can help you see and do things differently. • We believe that by sharing what we know through this project, we can reach more governments faster and cheaper than by doing one local government audit at a time.

  3. Auditor roles in Performance Management Audit performance or performance management systems Assess performance information and reports Define or measure performance Encourage or assist management Assist elected officials or citizens Source: Framework of Auditor Roles and Practices, www.auditorroles.org (Paul Epstein, Stuart Grifel, Stephen Morgan)

  4. Improved government performance: A shared goal The Local Government Performance Center within the State Auditor’s Office offers tools and training to help local leaders who want their governments to work better, cost less, and improve the value of their services to citizens. • An online resource center with tools and examples. • Training on how to improve government services. • Customized on-site training sessions (on request and within available resources). Our goal: better results for citizens and customers at lower cost to government and taxpayers

  5. Where to find us on the website www.sao.wa.gov/performancecenter

  6. County Finances – What you pay for Expenditures - General Fund

  7. How you pay for it: declining financial conditions More governments are experiencing more signs of financial trouble

  8. Declining Financial Conditions Number of governments with declining financial condition by type Source: State Auditor’s Office local government audits 2006-2011.

  9. Declining Financial Conditions Indicators of declining financial condition Reported by type since 2006 Source: State Auditor’s Office local government audits 2006-2011.

  10. What Can Be Done? Ideas and tools for learning more about your government services, making them work better and cost less: • Setting priorities • Engaging citizens – communication and transparency • Performance measures and “return on investment” • Leaning and streamlining • Learning from what other governments have done

  11. Helping governments engage citizens • We provide tools and training that help cities and other organizations communicate with their residents. • Training on citizen engagement strategies: • Citizen-driven prioritization of resource allocation and process improvement efforts help governments focus on “what matters most.” • Citizen surveys: • Helping the City of Walla Walla develop and analyze a citizen survey. • Developing a survey template other governments can use. • Guidance using the results to inform decisions.

  12. Citizens weigh in on priorities (state government example) Priority areas of state government based on citizen workshops in 2007

  13. How do we know if we are delivering results? Citizens ranked these measures in order of priority in the 2007 workshops:

  14. Engaging citizens in setting priorities City of Walla Walla services: Importance by performance Source: Elway Research, Inc.

  15. What matters most to citizens? City of Walla Walla: Relative gaps between importance and performance Source: Elway Research, Inc.

  16. Performance Measures and Return on Investment Ultimate Outcome Public Safety “Logic Model” • Communities are safer. • % residents who feel safe in their communities • # crimes per resident …so that… • We prosecute criminals… • Conviction rate Importance to the public …so that… • We solve cases… • % cases cleared with arrest Intermediate Outcome …so that… • We investigate crimes • # burglaries • # cases assigned Immediate Outcome Degree of program influence/control Output (Primary Product or Service) 16

  17. Measuring Public Safety

  18. Burglaries per month by sector Before

  19. Burglary data presented another way After

  20. Staffing analysis tools & training Questions local government leaders ask: How do we know if we have the right number of staff to cover a post on a 24/7 schedule? • Calculating an appropriate relief factor • Anticipating and budgeting for hidden costs How do we know if we’re paying too much in overtime? • Analyzing overtime data: who is using it, and why? • Correctly calculate and compare the costs of overtime vs adding another full or part-time employee • Tips for monitoring and managing overtime pay

  21. Staffing analysis tools • Determining coverage • In our workshops, we review ways to calculate leave to factor into evaluation. • Downloadable template • This example uses the average leave per law enforcement officer to calculate how many FTEs are required. • Using available data • These tools use data governments already have.

  22. Staffing analysis – Overtime management • Reevaluating overtime • Managing overtime is important for assessing staffing levels and needs. • Two page online tool highlights the difference between “good” and “bad” overtime use. • Elected official audience • The format is designed to help elected officials and decision makers ask the right questions.

  23. Using lean principles to free up resources • Kitsap County redesigned their permit process for Single Family Residences using lean management techniques • Front line employees involved in redesign effort • Extensive on-site training assistance • The employees cut out steps that didn’t make sense and kept them busy doing work that had less value • Now they have the time to address some of the more interesting and challenging work. • Better employee environment, happier customers, better service, and helps the local economic outlook.

  24. Kitsap County’s Permitting Process: BEFORE Kitsap County single family residence permit intake and review process Before

  25. Kitsap County’s Permitting Process: AFTER Kitsap County single family residence permit intake and review process After

  26. Replicating and Sharing Good Results • The new process reduces the time it takes to make a permitting decision from 30 days to 6 (a 77% reduction) • Kitsap County inspired us to offer our “Lean Academy.” • Four other counties are now trying out the lean process on their permitting systems: Clark, Island, Douglas and Whatcom • Case studies and “how-to” tools are posted on our website, with a short video coming this summer. • More training will be offered in 2013 and 2014. Suggestions and requests are welcome. • Priority will be given to counties where leadership is committed to seeing the entire lean process through, and where more than one county can train and practice together to share lessons learned with others on selected service areas.

  27. What does it cost? • The Center is funded through the state performance audit program, which was established in the Auditor’s Office following voters’ approval of Initiative 900 in 2005. • A small fraction of the performance audit budget is dedicated to this effort. • There is no charge to governments. • This is a pilot effort – we will be evaluating whether it’s working or not, and whether we can meet demand.

  28. Why should we do this? Our vision is to create a place where government leaders who are committed to achieving cost savings and better results can learn from and support one another. By participating, local governments can: • Learn new ways to deliver better results and give citizens a better return on their tax dollars. • Receive information and technical assistance from performance experts at no cost to their organization. • Share ideas, challenges, and resources with other government leaders who face similar challenges.

  29. Contacts • Larisa Benson • Director of Performance Audit • (360) 725-9720 • Larisa.Benson@sao.wa.gov • Sheri Sawyer • Assistant Director, Local Government Performance Center • (360) 725-9745 • Sheri.Sawyer@sao.wa.gov • Brian Willett • Performance Analyst • (360) 725-9731 • Brian.Willett@sao.wa.gov Website:www.sao.wa.gov Twitter: www.twitter.com/LocalGovPerform

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