Real Story #4: One County Vision: King County’s Incremental Approach to CI-PM Integration
Author: Cheryle Broom, Sandy Ciske, Michael Jacobson, Chantal Stevens
Date: 2012
Abstract: Since the mid-1990s, the county has participated in several community indicator and performance measurement efforts, such as King County Benchmark Program, Communities Count, and AIMs High. Integration of these efforts, each created for a particular purpose with separate activities, has come slowly and began informally. Forward movement has been sustained by formalizing, through legislation, major steps in the process as it evolved. Additionally, the auditor-led Performance Management Work Group, mandated by the King County Council in 2003, created a collaborative environment in which all branches advise on legislation and practices to evolve a countywide approach. The passage of the strategic plan spurred advances on specific strategies outlined in the plan and has made the county’s work on equity and social justice an integrated effort. Communities Count indicators have been used to promote on-the-ground action and to help identify funding priorities. King County’s reporting and public engagement programs have been recognized by national organizations for innovation and quality. Through ups and downs, the county leadership has sustained the evolution of an integrated performance management system with policy, organizational and fiscal support.
Tags: CI-PM Integration, Government,
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Date: 2012
Abstract: Since the mid-1990s, the county has participated in several community indicator and performance measurement efforts, such as King County Benchmark Program, Communities Count, and AIMs High. Integration of these efforts, each created for a particular purpose with separate activities, has come slowly and began informally. Forward movement has been sustained by formalizing, through legislation, major steps in the process as it evolved. Additionally, the auditor-led Performance Management Work Group, mandated by the King County Council in 2003, created a collaborative environment in which all branches advise on legislation and practices to evolve a countywide approach. The passage of the strategic plan spurred advances on specific strategies outlined in the plan and has made the county’s work on equity and social justice an integrated effort. Communities Count indicators have been used to promote on-the-ground action and to help identify funding priorities. King County’s reporting and public engagement programs have been recognized by national organizations for innovation and quality. Through ups and downs, the county leadership has sustained the evolution of an integrated performance management system with policy, organizational and fiscal support.
Tags: CI-PM Integration, Government,
DOWNLOAD