QUESTION
How have citizen satisfaction measures and the Mayor's Management Report (MMR) improved, and what are the ongoing challenges?
2:03:51
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165 sec
The Mayor's Office of Operations discusses improvements in citizen satisfaction measures and the Mayor's Management Report (MMR), highlighting ongoing challenges in linking budget allocations to service outcomes.
- The team focuses on incorporating past recommendations into the MMR and categorizing indicators to clarify inputs, outputs, and outcomes.
- A significant challenge involves aligning the Office of Management and Budget's (OMB) categorization of city spending with service outcomes and agency approaches.
- The OMB has appointed a new deputy director of management to address structural issues in relating budget allocations to service outcomes.
- Efforts are being made to improve the relevance and effectiveness of the MMR by better understanding and adjusting performance measures.
Lincoln Restler
2:03:51
And 4th, I think you actually did quite a bit of on the customer satisfaction side of kind of citizen satisfaction measures.
2:03:56
So but on the first three, I interested in your perspective over 7 years.
2:04:02
Do you think we've gotten better in those areas?
2:04:04
Is there still opportunities for improvement in those areas?
2:04:06
And what could that look like?
Dan Steinberg
2:04:07
I'm not exaggerating when I say we hired her because of her work at at So this is a budget commission on the MMR, and we thought there were great recommendations.
2:04:18
And we want people to work on the MMR who who had the experience of of engaging it.
2:04:24
From the public.
2:04:25
Lauren Kinoneys is one of those people who work for the former speaker of the city council and also use the MMR.
2:04:32
As an instrument for for policy scrutiny.
2:04:36
Where are we going?
Jennifer Gutiérrez
2:04:40
I guess Oh,
Dan Steinberg
2:04:40
yeah, Mary.
2:04:40
Oh, yeah.
2:04:41
These are important actions.
Lauren Quinones
2:04:42
I think the I think we have improved things over over the time.
2:04:47
The thing that I want to mention is on you asked a question about outcomes and like our indicators spread.
2:04:54
We're currently in the process of actually tagging all of our indicators 22100 of them sticking a little bit.
2:05:00
But thinking about is is this indicator an input, an output, an outcome, and trying to adjust accordingly.
2:05:07
Not everything in the book is really a performance measure, and it's choose form.
2:05:13
A lot of the indicators that we have our contacts to the performance, and we think that that's just as important.
2:05:19
But we are making a solid effort to really understand the, you know, what we have and how it all breaks down and make some improvements where we need it.
Dan Steinberg
2:05:29
And I'll give you a candid answer about the hardest one to tackle that's the most important, which is relationship to the budget.
2:05:35
And and, you know, in a perfect world, it would be easy to understand, you know, the sort of performance, the level quality and the service of a very Pacific Government function with its spending.
UNKNOWN
2:05:47
Right.
Dan Steinberg
2:05:47
The way OMB approaches the world is through units of appropriation.
2:05:50
Right.
2:05:50
And those are very important for the budgeting process and for how they organize their work.
2:05:54
It doesn't correspond perfectly to the to the way that agencies might approach their own programs or definitely not the way the public might interpret.
2:06:04
Home spending categories.
2:06:05
And so that we see as like a much larger problem that we're very serious about tackling.
2:06:11
OMB now has a a deputy director of management for the first time.
2:06:15
You know, I think it was recognition that the m in the acronym wasn't always kind of its their their strength.
2:06:22
And and and his name's Teddy Gordon, Martin, and and and we've began a dialogue with him about how to sort of approach this as a much larger structural problem.
2:06:34
But it's a it's a very important point.