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A new resource for local governments

Local Government Performance Center Tools for Law Enforcement Staffing Analysis and Performance Assessments Presented at the Washington Association of County Officials Conference in Pasco, WA October 4, 2012 Larisa Benson, Director of Performance Audit. A new resource for local governments.

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A new resource for local governments

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  1. Local Government Performance Center Tools for Law EnforcementStaffing Analysis and Performance AssessmentsPresented at the Washington Association of County Officials Conference in Pasco, WAOctober 4, 2012Larisa Benson, Director of Performance Audit

  2. A new resource for local governments • In this challenging environment, governments need precise and practical information to make important decisions. • We created the Local Government Performance Center to offer help using performance management strategies. • All organizations can use performance-based techniques to improve how they: • Evaluate and improve programs • Prioritize resources and increase efficiency • Engage citizens and be more responsive to customers

  3. 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

  4. 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. • 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.

  5. Staffing analysis tools & training Questions local government leaders ask: • Can we really save money through staffing analysis? • How can we improve our existing staffing models? • How do we know if we have the right number of staff to cover a post on a 24/7 schedule? • How do we know if we’re paying too much in overtime?

  6. Example 1: Staffing analysis - Modeling Elements of a Sound Staffing Model • Does the staffing model have solid information about the work being done? • Does it provide points of comparison, such as historical workload levels and costs by site/work unit? • Is the level of staffing resources clearly related to meeting workload requirements or service level goals? • Has the model been validated to check its accuracy? • Is its design consistent with best or leading practices?

  7. Example 1: Staffing analysis – Coverage and overtime How do we know if we have the right number of staff to cover a post on a 24/7 schedule? • Calculating appropriate relief requirements • Anticipating and budgeting for hidden costs • Why the relief factor doesn’t always work well How do we know if we’re paying too much in overtime? • Analyzing overtime data: who is using OT, and why? • What is “Good” vs. “Bad” overtime? • Correctly calculate and compare the costs of overtime vs. adding another full-time employee.

  8. Staffing analysis – overtime management Strategies to more effectively manage overtime costs • Calculate and compare the fully burdened hourly cost of OT and straight time – how different are the costs? • Analyze overtime data – who is using it and why? • Review OT approval policies and processes - do criteria exist for acceptable OT use? • Analyze leave policies – is annual leave being closely managed? • Analyze unscheduled leave use – trends? • Examine Comp Time policies – controls in place? • Look for potential economies of scale – possible to pool staff?

  9. Example 1: Staffing analysis – Online tools • Two-page online tool highlights the difference between “good” and “bad” overtime use • Leadership audience • The format is designed to help elected officials and decision makers ask the right questions

  10. Staffing analysis tools • Determining coverage • In our workshops, we review ways to calculate leave to factor into evaluations • 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

  11. Staffing analysis webinar next Friday • Liz DuBois of FLT Consulting, Inc. will lead a one hour webinar on this topic at 10 a.m. next Friday, October 12. • Find more information and register here at: http://www.wacounties.org/wsac/

  12. Why measure performance? Report performance to citizens & funding sources • Reduce complaints • Increase support for funding • Increase accountability - External Manage performance • Reduce operating costs • Increase safety • Improve effectiveness • Prevent problems/errors • Reduce the amount of time it takes to do something • Increase accountability - Internal

  13. Common Sheriff’s Office Processes • Licenses & permits • Fingerprinting • Patrol & response to calls for assistance • Crash/accident investigation • Detective work – Investigations • Water/Mountain rescue • Drug enforcement • Warrants/Eviction notices • Prison operations • Training and certification • Courtroom security/prisoner transfer

  14. What we look for in a Performance Management Approach Measure selection is focused, balanced, useful, and manageable. • Report on progress achieving strategic goals and priorities • Evaluate performance and needs • Limited numbers of measures • Address perspectives beyond workload and productivity Reporting is consistent, clear, detailed, and comparative. • Frequent data collection and reporting • Charts and graphs • Enough data to identify patterns and trends • Baselines, targets, and benchmarks Leaders use the information to manage, follow-up, and budget

  15. Performance questions Questions every sheriff’s department should be prepared to answer with Data: • What services do you deliver? How many do you deliver? • What do your citizens and council members think about what you deliver? • What is better in your department and community because you deliver it? Are you effective? • Crime rates? • Conviction rates? • Recidivism rates? • Officer safety? • How long does it take you to respond? • What does it cost you to deliver a service? • How big is the backlog? • How long does it take you to process something? • How much time/money do you spend reworking things you get from other people so you can do your job?

  16. Issues many governments face • Measures are not connected to strategy and priorities. • Why are we measuring this (relevance)? • Spending time and resources collecting data and measuring demographics and descriptive information from operational reports. • Focus is on workload (inputs) and productivity (outputs) measures. • Need to focus more on effectiveness (outcomes) and efficiency measures. • Creates difficulties communicating with elected officials, citizens, and budget staff who want to know how much each service costs?. • Few performance targets or benchmarks • Hard to read charts and limited analysis hide good information that could be used to inform operational decisions.

  17. Showing performance clearly – Before

  18. Showing performance clearly – After

  19. Showing performance clearly – Before Can you tell the difference between sectors?

  20. Showing performance clearly – After

  21. Upcoming Performance Center projects New Website: The Center will roll out a new and improved website with more tools in November • Remember this site: www.sao.wa.gov/performancecenter. Lean Academy: The Center is hosting a training for three governments on Lean performance on October 25. Training sessions: The Center is providing sessions open to all governments in Chelan on October 18 (logic models) and November 7 (performance measure basics) Webinars: Staffing analysis – October 12 Communicating with citizens – November 30

  22. Local Government Performance Center Assistance • A customized assessment of the strengths and weaknesses of your performance measures. • Customized training on: • How to select relevant performance measures • Performance management basics • How to chart your data and analyze it to make better management decisions • Website resources Website:http://www.sao.wa.gov/EN/Audits/PerformanceAudit/Pages/Performance.aspx Twitter: www.twitter.com/LocalGovPerform

  23. Contacts Brian Sonntag, CGFM State Auditor (360) 902-0360 Brian.Sonntag@sao.wa.gov Larisa Benson Director of Performance Audit (360) 725-9720 Larisa.Benson@sao.wa.gov Roxanne Lowe Project Coordinator (360) 725-9722 Performance@sao.wa.gov Website:www.sao.wa.gov Twitter: www.twitter.com/LocalGovPerform

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