How Katherine McKinney is helping public organizations become more efficient, effective, and equitable.

Written by Board Member Ryan Heimer

For nearly two decades, Katherine McKinney has dedicated her career to strengthening the institutions that serve the public. Working across state government, federal agencies, and the consulting sector, she has built a reputation as a trusted thought partner, analyst, and leader who helps organizations improve operations, navigate change, and design systems that put people first. 

Today, Katherine serves with the Washington State Office of the Insurance Commissioner, where she is leading the creation of a new Project Management Office (PMO). While her work often happens behind the scenes, its impact reaches throughout the organization by helping employees work more effectively and ultimately deliver better services to the people of Washington. 

Throughout her career, Katherine has been drawn to organizations that serve marginalized and vulnerable populations. Her work has included helping establish a new abuse and neglect investigation program within Washington State’s Division of Developmental Disabilities, leading research on Suicide Prevention Coordinator staffing for the Veterans Health Administration, and helping the Administration for Children and Families develop an equity-focused strategic plan. 

Her journey has not been without challenges. After losing her position when the consulting firm she worked for lost its federal contracts, Katherine spent several months unemployed before joining the Office of the Insurance Commissioner in October 2025. The experience reinforced her commitment to public service and reminded her why resilient, well-functioning government organizations matter.

The work I enjoy most is joining an organization that recognizes it has a challenge to solve,” Katherine explains. “I research best practices, listen to staff at every level, understand their perspectives, and work with them to co-design solutions that make their organization stronger.”

Building Better Systems to Serve Others

One of Katherine’s most meaningful professional experiences was her multi-year engagement with the Office of Planning, Research, and Evaluation (OPRE) at the Administration for Children and Families.

What began as a short-term management analyst assignment evolved into a trusted advisory role. She helped lead operational improvements across administrative and human resources functions, supported the Deputy Assistant Secretary’s office, and helped redesign the organization’s structure to better leverage operational expertise. 

Although her work rarely places her on the front lines of public service, Katherine understands that effective government depends on strong internal systems.

My work isn’t on the front lines,” she says. “But by ensuring that the systems my colleagues work within are as efficient, effective, and equitable as possible, they can focus their time and expertise on serving the public.”

A Career Defined by Service

For Katherine, public service was never an accident—it was a calling. 

From the time she entered college as a political science major, she envisioned a career devoted to improving government and serving communities. That vision has taken her through consulting work with local nonprofits, cities, and counties in Florida during graduate school, positions throughout Washington State government, and consulting engagements with federal agencies including the Administration for Children and Families, the U.S. Department of Agriculture, and the Department of Veterans Affairs. 

Rather than pointing to one defining moment, Katherine says her commitment has been reinforced over the course of an entire career. 

“I’ve seen firsthand the passion and dedication that public servants bring to their work,” she reflects. “Despite challenges created by public perception, limited resources, and changing political priorities, I continue to see extraordinary commitment from people who come to work every day determined to improve the lives of others.” 

It is that quiet perseverance—the steady effort to make government work better one improvement at a time—that continues to inspire her.

Progress Over Perfection

Among the lessons Katherine hopes future public servants will embrace, one stands above the rest. 

One of her core values is excellence. She holds herself, her team, and her colleagues to high standards. Yet over time she has learned that striving for perfection can sometimes become an obstacle to meaningful progress. 

A mentor frequently reminded her:

Don’t let perfect be the enemy of the good.”

The advice became a guiding principle. 

By focusing on continuous improvement rather than flawless execution, Katherine has become a stronger project manager, change leader, and supervisor. It’s a mindset she encourages others entering public service to adopt as well.

Finding Joy Beyond the Office

Outside of work, Katherine’s family offers a healthy dose of perspective. 

Her 12-year-old twins—and, she jokes, probably her husband as well—find her career “exceptionally boring.” When the children were younger, they regularly asked why she couldn’t choose a more exciting profession, like becoming a zookeeper or even a grocery store clerk. 

“I suppose there’s still time,” she laughs. 

Their playful honesty serves as a reminder that while organizational transformation may not make for exciting dinner conversations, the work ultimately helps countless public servants better serve their communities. 

For Katherine McKinney, that’s more than enough reason to keep showing up each day. By building stronger organizations, empowering employees, and improving the systems behind public service, she is helping government fulfill its promise—making it more efficient, more equitable, and more responsive to the people it exists to serve.