Employment Opportunity: Senior or Principal Management Auditor
For more information about this position, click here or apply on line at http://www.kingcounty.gov/jobs
Follow-up on 2012 Performance Audit of the King County Sheriff's Office and Office of Law Enforcement Oversight
The King County Sheriff's Office and Office of Law Enforcement Oversight made progress in addressing public reporting requirements for complaints against KCSO deputies and complaint investigations. Some additional actions are needed: KCSO should include training-related information, and OLEO should develop procedures to allow its review of complaint investigations to guide recommendations to KCSO. The follow-up report was presented to the Government Accountability & Oversight Committee and the Law, Justice, Health & Human Services Committee on December 9, 2014.
Second Follow-up Review to the 2012 Performance Audit of King County's Investment in Information Technology
The Department of Information Technology and the Office of Performance, Strategy & Budget have made further progress in addressing the eight remaining recommendations since our 2013 review, and they continue to mature the strategic investment framework for selecting and evaluating information technology (IT) projects. Four of the eight remaining recommendations have been implemented, three remain in progress, and we are closing the recommendation concerning benchmarking total IT costs to peers, because benchmarking can be better carried out by comparing costs on individual technology initiatives rather than total costs. We have added two new recommendations aimed at enhancing the visibility of the IT investment process and improving the information that can be used for investment decision-making. The follow-up report was issued on December 3, 2014.
Public Works Magazine: Not-so-Risky
Councilmember Jane Hague and Capital Projects Oversight Manager Tina Rogers from the King County Auditor’s Office (shown at the right) are featured in a cover-page article in July’s Public Works magazine. The article describes the risk-assessment system that tracks King County’s largest capital projects. For more information about the Auditor’s Office Capital Projects Oversight Program or the county’s risk-assessment process, contact Tina Rogers at 206-477-1036 or email email@example.com.
2013 Highlights of Performance: Advancing
Improvement in County Government
We are pleased to announce the Auditor's Office released its Highlights of Performance report for 2013. The report summarizes the accomplishments of the King County Auditor’s Office during 2013 and provides examples of how the Auditor’s Office improved county programs, and enhanced oversight and transparency in capital projects. The King County Auditor’s Office promotes and improves performance, accountability, and transparency of King County government through objective and independent audits, oversight, and studies.
External quality control review of Auditor's Office
Based on the results of a peer review conducted during the week of February 24, 2014, the King County Auditor's Office's internal quality control system was suitably designed and operating effectively to provide reasonable assurance of compliance with Government Auditing Standards for performance audits during the period January 1, 2011 through December 31, 2013. Click here to read the management letter in full.
Auditor's Office 2014 work program approved
The 2014 King County Auditor’s work program promotes the county’s strategic priorities of financial stewardship, service excellence, equity and social justice, environmental sustainability, justice and safety, and health and human potential. It was approved by motion of the King County Council in December 2013. This set of projects, informed by both the executive and legislative branches, was developed to maximize impact for the County and to align with major policy decisions facing the King County Council. This is an aggressive agenda and the Auditor’s Office will be piloting some innovative approaches to accomplish these projects efficiently and effectively while leveraging impact for the County. Please click here for the 2014 work program.
The Association of Local Government Auditors – The Knighton Award
The Knighton Award recognizes the best performance audit reports of the preceding year. Honorable mention award was given to the King County Auditor’s Office for their 2012 Performance Audit of King County’s Investment in Information Technology.
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Advancing performance, accountability, and transparency
Audits and Special Studies
The King County Auditor's Office provides oversight of county government through independent audits and other studies regarding the performance and efficiency of agencies and programs, compliance with mandates, and integrity of financial management systems. The office reports the results of each audit or study to the Metropolitan King County Council.
The King County Auditor’s Office performs its work in accordance with applicable Government Auditing Standards.
Capital Projects Oversight
In 2007, the King County Council created the Capital Projects Oversight program within the King County Auditor’s office. The oversight program was established to mitigate capital project overruns and potential problems, contain costs, and inform decision-making processes through adequate, timely, and useful standardized reporting. Current projects being monitored are: Accountable Business Transformation, Brightwater Wastewater Treatment System, South Regional Maintenance Facility (Roads Services Division), Facilities Management Division Project Delivery Management, and Criteria for Capital Project Prioritization.
Countywide Performance Management
Since 2002, the council has enacted legislation seeking to improve the county's use of performance measures, including a 2003 motion that created the auditor-led Performance Measurement (now Management) Work Group with countywide representation. Based on a framework recommended by the Performance Management Work Group and efforts by this office to promote performance management in King County, the 2008 Performance and Accountability Act requires all King County agencies and departments to prepare strategic plans every five years, annual business plans, and relevant performance measures and paved the way for the development of the first countywide strategic plan, approved by the King County Council on July 26, 2010 . Advancing performance-based government is one of the ways the auditor's office promotes cost-effective and accountable county services.