Projects for 2012

AUDITS AND SPECIAL STUDIES

Emergency Medical Services (EMS) Levy Financial and Compliance Audit*
Review the EMS Division 2011 revenues and expenditures to ensure compliance with the EMS Levy financial plan and confirm efforts to implement the recommendations from the previous year’s financial review. Evaluate potential opportunities to improve the cost-effectiveness of program operations.

Combined Sewer Overflows (Wastewater Treatment Division) Capital Planning Performance Audit*
Examine adequacy of policies, capital plans, financial plans, rate models and cost estimates to build major combined sewer overflow projects in the county.

Harborview and Harborview Hall Capital Planning Performance Audit
Evaluate proposals for redevelopment of Harborview Hall in terms of economic and environmental issues.

King County Sheriff's Office Internal Investigations Unit (IIU) and Office of Law Enforcement Oversight (OLEO) Performance Audit*
Using best practices as guidelines, analyze development of internal investigations processes in the Sheriff’s Office and the initiation of the Office of Law Enforcement Oversight per legislative intent.

Large Woody Debris (Water and Land Resources Division) Performance Audit
Review how effective King County has been in addressing environmental impact, public safety and other objectives of projects completed in riparian areas, including those involving large woody debris. Note: Results of DNRP Expert Panel report will likely impact scope of audit project.

IT Project Management Performance Audit**
Evaluate King County’s management of recent and ongoing technology projects and initiatives to identify opportunities for improved efficiency, effectiveness, and cost-effectiveness. The projects and initiatives will be reviewed for alignment with best practices.

Automated Fingerprint Information System (AFIS), King County Sheriff’s Office Performance Audit
Review efficiency and effectiveness of levy-funded program with a focus on workload and staffing.

Risk Management Office Performance Audit**
Review the activities and practices of the King County Office of Risk Management to assess the effectiveness of the county's risk management in loss prevention and reduction and protecting the assets of King County.

Review of Scoring Tool and Reporting Requirements for High-Risk Capital Projects*
Assess the benefits generated by the scoring tool and reporting requirements for high-risk projects.

AUDIT FOLLOW-UP PROJECTS

Follow-up Emergency Medical Services (EMS) Levy Financial and Compliance Audit
Evaluate implementation of recommendations from audits in 2010 and 2011.

Follow-up Workers' Compensation Performance Audit (Transit only)**
Follow-up will focus on monitoring the Transit Division’s claims experience in last two years, with emphasis on the costs and number of claims and whether any changes are occurring.

Follow-up Transit 2009 and 2010 Performance Audits
Monitor implementation of recommendations from 2009 and 2010 audits, with emphasis on the achievement of performance improvements and cost savings.

Follow-up Solid Waste Transfer Station Capital Planning Performance Audit
Monitor implementation of recommendations from 2011 audit and review new projections and estimates developed by the Solid Waste Division’s rate model.

ONGOING COORDINATION AND OVERSIGHT ACTIVITIES

Countywide Strategic Planning and Performance Management and Accountability Program*
Continue to support, and advise the Council on, the implementation of a countywide performance management and accountability system. This includes facilitation of the Countywide Performance Management Work Group, review of the development of the performance management component of the ABT project and other avenues consistent with council direction.

Countywide Community Forums Program*
Conduct an evaluation of this public engagement program that is inactive in 2012.

Coordination of State Auditor’s Office’s Local Government Performance Audits
Monitor any local government performance audits that involve or affect King County.

Review of State Auditor’s Office (SAO) Accountability Report & Financial Audits
Review completed SAO financial audits and accountability reviews and report to the Council on any issues, as needed.

CAPITAL PROJECTS OVERSIGHT PROGRAM

Programmatic Oversight

Review of Capital Project Data Reliability in County’s New ABT and Project Information Center Systems
Assess data in new systems to identify if software design or business process issues increase the risk of recurring data reliability or reporting problems.

Countywide Capital Program Reporting Analysis
Review the county’s new Project Information Center and quarterly report on baselined projects. Analyze information and evaluate capital program performance and trends. Research projects with exceptional scope, schedule, or budget variances and identify projects for potential increased legislative scrutiny.

Construction Work Order Contracting
Beginning in late 2012, document county agency use of work order contracts for construction. Evaluate and assess performance on a sample of work orders.

Ongoing Programmatic Activities
Serve as a resource and provide input for legislative and executive efforts to improve capital program accountability and performance. Support the mandated annual project scoring and high-risk project determination.

Direct Project Oversight :

Brightwater Treatment and Conveyance System (Wastewater Treatment Division)*
Continued ongoing oversight of the completion of conveyance system construction, final commissioning, and contract closeout activities for this $1.8 billion new wastewater treatment plant and conveyance system.

South Regional Roads Maintenance Facility (Roads Division/Facilities Management Division)*
Continued oversight of the preliminary design phase, including funding strategy for this estimated $40+ million new consolidated maintenance facility near Ravensdale.

Accountable Business Transformation (ABT)*
Continued ongoing oversight of post go live support activities for this $87 million program to replace enterprise human resources, finance, payroll and budget information systems, and to streamline county business processes. Document lessons learned and final performance results.

Factoria Transfer Station (Solid Waste Division)

Beginning in mid 2012, undertake oversight of this $77 million project to evaluate how the 25% reduction in the capacity of the station and consideration of scope alternatives impact forecast cost and schedule. Project to complement performance audit follow-up on Solid Waste rate model.

Countywide Overlay and Drainage Programs (Roads Division)
Beginning in late 2012, conduct oversight of these programs, budgeted at $70 million over 6 years, to evaluate project consistency with new tiered maintenance plan, and how program costs compare to other local agencies.

Notes:
* = Mandated ** = Carryover