HomeMy WebLinkAbout1920-11 Follow-up Supervisory Topics - Performance Management (Final 6-9-20)Follow-up Supervisory Topics – Performance Management #19/20-11 June 2020
FOLLOW-UP REPORT
Supervisory Topics –
Performance Management
(Internal audit report #18/19-5 issued August 2019)
To request this information in an alternate format, please call (541) 330-4674 or send email to David.Givans@Deschutes.org
Deschutes County,
Oregon
David Givans, CPA, CIA
County Internal Auditor
1300 NW Wall St
Bend, OR 97703
David.Givans@deschutes.org
Audit committee:
Daryl Parrish, Chair - Public member
Jodi Burch - Public member
Tom Linhares - Public member
Scott Reich - Public member
Summer Sears - Public member
Stan Turel - Public member
Patti Adair, County Commissioner
Nancy Blankenship, County Clerk
Nick Lelack, Community Development Director
Follow-up Supervisory Topics – Performance Management #19/20-11 June 2020
TABLE OF
CONTENTS:
HIGHLIGHTS
1. INTRODUCTION
1.1. Background on Audit …………..………………………………………….……….……..…. 1
1.2. Objectives and Scope …………….………………………………….…………….………… 1
1.3. Methodology …………………………………….…..………………………….……….……… 1
2. FOLLOW-UP RESULTS …………………….………..…………………………………………… 2
APPENDIX I – Updated workplan (status as of June 2020) ………...................... 3-4
Follow-up Supervisory Topics – Performance Management #19/20-11 June 2020
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1.
Introduction
1.1 BACKGROUND ON AUDIT
Audit Authority:
The Deschutes County Audit Committee has suggested that follow-ups occur within nine months of
the report. The Audit Committee would like to make sure departments satisfactorily address
recommendations.
1.2 OBJECTIVES and SCOPE
“Audit
objectives” define
the goals of the
audit.
Objectives:
The objective was to follow-up on recommendations from the original audit.
Scope:
The follow-up included three (3) recommendations from the internal audit report for the Supervisory
Topics – Performance Management (#1819-5), issued in August 2019. The original internal audit
report should be referenced for the full text of recommendations and associated discussion.
The follow-up reflects the status as of June 2020.
1.3 METHODOLOGY
The follow-up report was developed from information provided by Administration and Human
Resources. Comments were sought for the status of these recommendations. The follow-ups are,
by nature, subjective. In determining the status of recommendations that were followed up, we
relied on assertions provided by those involved and did not attempt to independently verify those
assertions. The updates received are included in Appendix I.
Since no substantive audit work was performed, Government Auditing Standards issued by the
Comptroller General of the United States were not followed.
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2. Follow-up Results
Figure I -
How were
recommendations
implemented?
The follow-up included three (3) recommendations agreed to by County management. Figure I
provides an overview of the implementation status of the recommendations.
With this follow-up, three of the three recommendations (100%) have been completed.
The details of the three recommendations followed up on and their status are included at the end of
the report in Appendix I. In interpreting the status, the County Internal Auditor may sometimes raise
or lower the status provided by the department based on the communication(s) received from the
department.
Follow-up Supervisory Topics – Performance Management #19/20-11 June 2020
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APPENDIX Appendix I – Updated workplan for identifed outstanding recommendations for #1819-5
(status as of June 2020)
Rec
# Recommendations Status
Estimated or
Actual Date
of
Completion Updated Follow-up comments
1 It is recommended for the
County to assess how they
can support
departments/offices in
improving and sustaining
efforts for completing
timely performance
evaluations.
Completed Feb-20 Human Resources has completed our assessment to determine how we can
support departments/offices. HR used a combination of surveys and work
groups to assess the needs of the County. We determined that HR could
provide updated tools to assist supervisors in completing timely performance
evaluations. Specifically, renovating the County's reporting system for
evaluation due dates and metrics as well as the actual evaluation process (the
tool and best practices) would be critical supports to supervisors.
2 It is recommended
supervisors at all levels be
held accountable for
completing timely
evaluations.
Completed Feb-20 Human Resources has renovated the County's reporting system for evaluation
due dates and metrics. HR continues to send monthly reminder emails to all
supervisors, pointing them to an updated reporting system. This new reporting
system features many drill down options; including real time and point-in-time
data, as well as drill down by reporting structures. The default report shows a
12 month review period and uses red, yellow, and green highlighting to show
past, current, and future evaluations. This new reporting also allows
supervisors to see the rate of completion for all supervisor reporting up to
them, allowing supervisors to hold their supervisors accountable. Additionally,
this new reporting provides rate of completion for each department/office,
which is available for view by all supervisors.
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Rec
# Recommendations Status
Estimated or
Actual Date
of
Completion Updated Follow-up comments
3 It is recommended the
county establish and
communicate
performance measures to
track the success in
completing evaluations in
a timely manner by
department/office and
report those back to the
Elected or Department
Heads responsible.
Completed Feb-20 A key component to Human Resources' updated reporting system is the ability
to drill down by Department Leadership to review the completion rate of their
department/office as a whole as well as by each supervisor. Providing real-time
and point-in-time data to track their success. Previously, this report was only
provided to County Administration and can now be accessed by any supervisor
or County Leader.
{End of Report}