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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.

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