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Government Reform Final 12-15-11 -   3.3 - Washington Management Service Reform

 
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Government Reform Final 12-15-11
1. Sharing Services
2. Improving Service to Citizens
3. Improving Efficiency
Action Plan
  
 
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 Action Plan

Expand/Collapse ForumDate2011-06-15 ‎(4)
Provide transition guidance and tools to agenciesUse SHIFT+ENTER to open the menu (new window).
3/1/2011Completed5/26/2011
Agency coordinators train their WMS committee membersUse SHIFT+ENTER to open the menu (new window).
6/30/2013In Progress8/5/2011
Agencies develop and submit WMS Inclusion and Evaluation procedures to DOP for approvalUse SHIFT+ENTER to open the menu (new window).
3/31/2011Completed8/5/2011
Agencies submit self-audit and first activity reportsUse SHIFT+ENTER to open the menu (new window).
7/31/2011Completed8/5/2011
Expand/Collapse ForumDate2011-03-15 ‎(1)
Approved Inclusion and Evaluation Procedures, self audit, and first activity reports from DES, CTS, OFMUse SHIFT+ENTER to open the menu (new window).
6/30/2012In Progress11/8/2011

 Extended Analysis

WMS program jurisdiction

Since its start in 1993, the Washington Management Service (WMS) system has been under the jurisdiction of the State HR Director, first through the Department of Personnel (DOP) and now through the OFM Office of the State Human Resources Director (OSHRD).   

Improvements recommended in 2010 by a cross-agency improvement team: 

Pre-Changes

Post Changes (complete by Spring 2011)

No enterprise control prior to July 2007

In November 2009, DOP Director revised enterprise wide control point for current biennium to 7.5%

Limited monitoring

DOP began monitoring WMS use through agency control points in July 2007; agencies above control point required to report in their HRM report.  In 2011 agencies will begin submitting a detailed WMS activity report annually

WMS Performance pay (on a limited basis) permissible without Performance Management Confirmation

Expedited approvals for WMS performance pay that were not approved through Performance Management Confirmation rescinded in January 2010

Agencies established evaluation and inclusion processes, no consistency across the enterprise

Each agency must submit evaluation and inclusion procedure to DOP for approval

Evaluation committees determined solely by agency, with no external involvement or criteria for committee members

Evaluation committees must include at least three representatives, one from HR, one manager and one representative from another agency; WMS Coordinators must be from Human Resources

No training required for agency committee members or WMS Coordinators

All evaluators required to receive WMS training; ongoing training to be provided by DOP

No external auditing

Results of a DOP prescribed agency self-audit submitted to DOP; periodic targeted audits completed by DOP and/or external representatives

Same evaluation (JVAC) tool and handbook used to evaluate Exempt and WMS jobs

Separate evaluation tools proposed for WMS positions (one for traditional managers and a separate one for individual contributors)

Same Position Description form for both Exempt and WMS jobs

Separate Position Description forms for WMS and Exempt

Lack of position information; difficult to determine and compare like positions in WMS

DOP established fifteen career categories (e.g., IT, HR, Finance, Engineering) and agencies coded positions in HRMS; DOP can centrally run data to determine usage of WMS

For further analysis, see DOP's WMS_Background_Status_October2011.docx