Michael Jacobsen Friday

8/14/2019 Michael Jacobsen Friday

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Evaluations Role in Public Management:Evaluations Role in Public Management:King Countys experience inKing Countys experience in

increasing the role of informationincreasing the role of information

Michael JacobsonPerformance Management Director

Office of King County Executive Ron Sims

2008 Environmental Evaluators Networking Forum

Washington D.C.

June 12-13th, 2008


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Framework concept & ideasFramework concept & ideas

Changing expectations for the publicChanging expectations for the public

sectorsectorPublic sector responsesPublic sector responses

King County experiencesKing County experiences


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Can serve to postpone

decision making

Can make ill-informed

decisions based on

lack of data or

impartial/

erroneous data

Can challenge the

status quo

Can improve

decisions

Can improve

management

Can improve

results

Essential, will often

delay decision

making until

sufficient

information is

obtained

Nice to have, but not

always available

in time-bound

decisions or

essential for

decision-making

Info.

Can focus on narrow,

parochial, special,

or organizational

interests

Can focus on the

broadest

benefit or the

common

interest

Organizational

interests vs. the

common interest

Narrow interests vs.

the common

interest

Interests

Intuition can be wrong

Can mean ignoring

overwhelming

evidence

Integrates multiple

experiences

(ala Malcolm

Gladwells

Blink)

Can help read

between thelines

Intuition is used but

is generally

considered over-

rated

Intuition is an

essential skill for

political success

Intuition

Can serve to limit

openness to other

approaches

Can provide a

useful

framework

Program theory

The way weve

always done it

Political, economic or

otherwise

Ideology

-+BureaucraticManager

Elected

Official


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Changing Expectations for theChanging Expectations for the

Public SectorPublic SectorShift in the public sector towardsShift in the public sector towards resultsresults(outputs not good enough)(outputs not good enough)

Increased formalization: GPRA, PART, state andIncreased formalization: GPRA, PART, state andlocal requirementslocal requirements

Even accountants and financial communityEven accountants and financial communitygetting in on the actgetting in on the act

Public expectations increasing for transparency,Public expectations increasing for transparency,accountabilityaccountability

Parallels in private sector (Sarbanes-Oxley,Parallels in private sector (Sarbanes-Oxley,Balanced Scorecard, Baldrige)Balanced Scorecard, Baldrige)

Structural financial issues (costs vs. revenues)Structural financial issues (costs vs. revenues)forcing more acute trade-offsforcing more acute trade-offs


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Public Sector ResponsesPublic Sector Responses

Increased visibility for more activeIncreased visibility for more active

internal management (use info)internal management (use info)

Making assumed program theory moreMaking assumed program theory moreexplicit (useexplicit (use betterbetter info)info)

Linking measures with theLinking measures with the

budget/funding (use info)budget/funding (use info)

Public reporting of results (share info)Public reporting of results (share info)


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Responses - Increased visibility forResponses - Increased visibility for

more active managementmore active management

Growth of Performance Stat programsGrowth of Performance Stat programs

Growth of performance management atGrowth of performance management atstate, county, & city levelsstate, county, & city levels

KingStat at King CountyKingStat at King County Bring performance data to elected officialBring performance data to elected official

and top managersand top managers

Shifted focus from how much we doShifted focus from how much we do(outputs) to why we exist (program(outputs) to why we exist (programoutcomes and community results)outcomes and community results)


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Responses - Making assumedResponses - Making assumed

program theory more explicitprogram theory more explicit

Strategic planning & performance reportsStrategic planning & performance reports

Use of logic models as a common toolUse of logic models as a common tool

King County used logic models toKing County used logic models todevelop our measurement frameworkdevelop our measurement framework

Logic models used to connect outputs,Logic models used to connect outputs,program outcomes, and community resultsprogram outcomes, and community results

Teaching logic models in curriculaTeaching logic models in curricula Common framework and base ofCommon framework and base of

understandingunderstanding


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Responses - Linking measures withResponses - Linking measures with

the budget/fundingthe budget/funding

IdeaIdea is to use performance information to informis to use performance information to informbudget decisionsbudget decisions

Appears to be the hardest element to masterAppears to be the hardest element to masterKing County just developed a ProgramKing County just developed a ProgramAssessment form for budget developmentAssessment form for budget development

Program description, legal mandate, performanceProgram description, legal mandate, performance

data, interdepartmental collaboration, evaluation ofdata, interdepartmental collaboration, evaluation ofchanges and potential impactschanges and potential impacts

More information to consider when weighing trade-More information to consider when weighing trade-offs as part of budget decision-making processoffs as part of budget decision-making process


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Responses - Public reporting ofResponses - Public reporting of

resultsresults

Numerous jurisdictions reporting resultsNumerous jurisdictions reporting results

National guidelines for state and localNational guidelines for state and local

performance reportingperformance reporting

Government Accounting Standards BoardGovernment Accounting Standards Board

Association of Government AccountantsAssociation of Government Accountants

King County doing public reporting & meetingKing County doing public reporting & meeting

national guidelinesnational guidelines Reporting community indicators & program resultsReporting community indicators & program results

4-page dashboard and in-depth website (4-page dashboard and in-depth website (

www.metrokc.gov/aimshighwww.metrokc.gov/aimshigh))
http://www.metrokc.gov/aimshighhttp://www.metrokc.gov/aimshighhttp://www.metrokc.gov/aimshigh


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Why areWhy are youyoudoing evaluation &doing evaluation &

performance management?performance management?

Michael Jacobsen Friday

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