Strategic Framework and Budgeting for Outcomes
ResultsNOLA connects the performance of City departments to the City’s strategic framework and Budgeting for Outcomes process. The strategic framework is a map for the City’s overall direction that lays out the City’s mission, values, vision, goals, objectives, and strategies. In the Budgeting for Outcomes process, City departments submit offers aligned with the strategic framework. These offers explain how the department will contribute to the achievement of citywide goals and what performance indicators they will use to track their progress. ResultsNOLA is a public report of this progress.
The Office of Performance and Accountability works with City organizations to develop a balanced set of performance indicators. The City aims to select indicators for public reporting that are:
- Meaningful - focused on outcomes, efficiency, and customer service
- Understandable - to senior City leaders, the City Council, and the public
- Actionable - useful for management decision-making
- Measurable - reliable data exists and is accessible
The data for the performance indicators in this report is mostly self-reported by departments to the Office of Performance and Accountability. The Chief Administrative Officer’s Policy Memorandum on Performance Management states that City employees shall not knowingly report false or misleading performance data. The policy also requires departments to take steps to build data quality, validate and verify data, and disclose data limitations.
In additional to performance indicators, ResultsNOLA includes high-level outcome indicators that show the City’s progress towards achieving the objectives laid out in the strategic framework. These outcome indicators were selected by the Budgeting for Outcomes “Result Teams” chaired by senior City leaders, in conjunction with the Office Performance and Accountability.
The outcome indicators primarily use city-level data. However, in cases where this is not available or is not appropriate, county or metropolitan statistical area (MSA) data is used. In the case of point-in-time homelessness count, the unit of analysis is each community’s Continuum of Care.
ResultsNOLA includes comparison data from benchmark jurisdictions for the outcome indicators whenever possible. Benchmark jurisdictions were selected based on the following criteria:
- located in the South and/or within 1,000 miles of New Orleans;
- had populations of at least 70% of New Orleans in 2012;
- had MSA median incomes between 100% and 160% of the New Orleans MSA in 2012; and
- ranked as the largest municipalities within their respective MSAs.
Based on these criteria, the following jurisdictions were selected:
- Atlanta, Georgia (Fulton County)
- Baton Rouge, Louisiana (East Baton Rouge Parish)
- Louisville, Kentucky (Jefferson County)
- Memphis, Tennessee (Shelby County)
- Miami, Florida (Miami-Dade County)
- Nashville, Tennessee (Davidson County)
- Oklahoma City, Oklahoma (Oklahoma County)
- Raleigh, North Carolina (Wake County)
- Tampa, Florida (Hillsborough County)
Note: the jurisdictions of Baton Rouge and, in some instances Jefferson Parish, were included because of their geographic proximity to New Orleans, relative importance within the state of Louisiana, and data availability.
A Message from Mayor Mitch Landrieu
In 2010, we made a commitment to set goals and track our performance so that our residents could hold us accountable like never before. In recognition of our work, the City of New Orleans received the Certificate of Excellence for superior performance management efforts from the International City/County Management Association’s (ICMA) Center for Performance Analytics. The Certificate of Excellence is ICMA’s highest level awarded, and this recognition is validation of the hard work of employees throughout City government.
With ResultsNOLA, we can review data to understand what’s working and what’s not, and identify solutions for improvement. As we work with the City Council to develop the City’s budget, we can also use this data to identify changes that we need to make and allocate fewer or more funds to programs as needed.
In committing to public performance reporting, we made a decision to be transparent about not only where we’re doing well, but also where we’re falling short. We’ll continue to use performance data to manage and steer city government towards alternative, better ways of getting results.
Mitchell J. Landrieu