Government Accountability News Conference

January 27, 2005

Good morning.

State government is tasked with many difficult jobs. Each day thousands of state workers perform vital, challenging tasks. They keep us safe, they save abused and neglected children, they help preserve our quality of life and much more. They do a good job.

The state will spend more than $2.5 billion in the coming fiscal year to accomplish these tasks. It will employ some 60,000 general government workers. Thousands of businesses and individuals will apply for permits, licenses, and registrations.

Despite the staggering investments in money and time, we aren�t always able to tell taxpayers exactly what they are getting for their money. And too often, we are unable to hold managers accountable for results.

We are going to change that.

Today I am announcing legislation and a series of executive directives aimed at improving state government management accountability and performance. This program establishes clear expectations that we will improve both service and the public�s understanding of what people get for their tax dollars.

My proposal requires state agencies to develop data-driven management and performance systems that will measure the effectiveness of how state services are delivered and whether or not the results that are intended were accomplished.

It will allow the public to focus on results. And it will greatly improve their ability to hold government accountable.

While the concepts behind this program are not new to government, imposing it across all state agencies and reporting on their progress directly to citizens is a new approach. Several cities have started these programs, and a number of state agencies have begun data-driven management programs including the office of the Attorney General.

The State Patrol has been a real leader in this state. Since starting its program three years ago, the patrol has increased contact with citizens by 21 percent.

Most importantly, there have been 11 percent fewer fatalities and 9 percent fewer injuries � even though the number of drivers has increased.

This program, called Government Management Accountability and Performance or GMAP, will enhance Priorities of Government, the award-winning initiative to tie budget decisions to priorities. We have set priorities, now we need to see results. In fact, I want to acknowledge the presence here today of Dick Davis, President of the Washington Research Council and Steve Mullin, President of the Washington Business Roundtable. They�ve volunteered so much of their valuable time to help the POG process, and they are here today in support of our efforts to move forward with accountability initiatives for a better state government.

To help us implement GMAP in state government, I am pleased to announce the selection of Larisa Benson as Special Assistant for Government Management Accountability and Performance.

Larisa is currently on the faculty at the Daniel J. Evans School of Public Affairs at the University of Washington. She has an excellent record of implementing performance measurement programs and results-based budgeting programs.

Larisa was the chief architect of the City of Seattle�s results-based budgeting initiative that included strategic business plans for 30 city departments and the integration of performance measures into the city budget and department director performance evaluations.

I am pleased with the work legislators are doing on performance audit legislation. I believe the kind of data and information we will generate through GMAP will be a very useful tool for performance reviews.

It is not enough to give citizens confidence they are getting value for their tax dollars.

We also have to cut through the bureaucracy and make it easier for people to do business with the state.

I am, therefore, directing all permitting and licensing programs to establish timelines for responding to permit applications so that businesses and citizens have clear expectations. I expect the permit programs to consult with the regulated community and citizens to develop timelines that reflect the business and citizen needs without sacrificing the agency�s legal mandates.

Ultimately, we need to work with local jurisdictions to improve permitting processes, and I have spoken with officials in Snohomish County and Everett about ways to partner there for one-stop permitting.

Many different agencies license and collect taxes from businesses � L&I, the departments of Licensing, Revenue, and Health, and the Secretary of State. I will invite the Secretary of State to partner with the agencies to form an advisory group in the business community. This group will identify places where we can simplify tax reporting and then make those changes happen.

Following an approach piloted by L&I and Revenue, I will expect all agencies to adopt the principles of �Plain Talk� so that all letters, applications and instructions are written in a language that is understandable to citizens, instead of bureaucratic jargon.

Today, I have communicated with state employees about these initiatives. I have great respect for the work done by our state agencies. We have an obligation to taxpayers to make sure they are getting value for their money, and we are going to do just that.

I will now take any questions.