Senior and Strategy Analyst

King County is strengthening how it plans, measures, and improves services through the King County Delivers plan and Executive Zahiray’s Executive Order. We are seeking a collaborative, analytical Senior Performance & Strategy Analyst to serve as a Department Performance Partner on the Performance & Accountability team.

You will be the primary Performance & Accountability partner for an assigned portfolio of departments, helping leaders and staff turn performance information into decisions, action, and better services. You will support meaningful goals and measures, useful monthly and quarterly business reviews, and consistent follow-through on commitments.

This role combines hands-on analysis, facilitation, coaching, and organizational judgment. You will independently assess departmental needs, build trust across organizational levels, and help teams establish practices they can sustain. Success means departments get more value from performance work: clearer priorities, earlier identification of problems, stronger decisions, and measurable improvements for residents.

• Serve as an ongoing partner to departments.

  Assess existing performance practices, understand operational needs and capacity, and agree on practical priorities with department leaders and staff.

• Connect goals to operations.

  Support goal workshops and help departments translate the Executive’s Four Bs and other County priorities into clear outcomes, operational measures, and shared responsibilities. Coordinate with the Four Bs and Beyond Performance Partner when priorities require new measures or data collection.

• Strengthen monthly and quarterly business reviews.

  Help departments prepare useful analysis, identify issues requiring decisions, and structure discussions around performance drivers, risks, and improvement opportunities. Prepare departmental issues for quarterly reviews with Executive leadership.

• Analyze performance and explain findings.

  Work with quantitative and qualitative information to understand trends, variation, costs, service disparities, and potential causes of missed expectations. Recognize data limitations and distinguish findings from assumptions.

• Drive follow-through.

  Help teams establish clear actions, owners, deadlines, and evidence of success. Track commitments, surface stalled actions, and elevate barriers requiring support beyond the department.

• Connect performance to policy and budget decisions.

  Partner with Policy and Budget staff to explain service needs, costs, capacity constraints, and resource tradeoffs using performance information.

• Coach departmental staff and leaders.

  Build skills in measurement, visual management, business reviews, and continuous improvement. Help teams move from assembling reports to using information independently.

• Strengthen shared practices.

  Maintain and improve business review playbook guidance, develop practical tools and training, and contribute to communities of practice for analysts and leaders.

• Improve data and reporting workflows.

  Identify recurring reporting burdens and data gaps. Partner with the enterprise data and analytics team, departments, and KCIT to prioritize improvements, clarify requirements, and test whether tools meet operational needs.

• Incorporate equity and resident experience.

  Help departments interpret results across populations and service experiences, identify barriers and disparities, and use resident feedback to inform improvement priorities.

• Support public accountability.

  Help departments clearly explain results for public progress reporting.

• Connect departments to specialized improvement support.

  Identify and scope issues that may warrant deeper analysis or corrective action. Incorporate findings and track resulting commitments through business reviews.