Office of Performance and Accountability
The Office of Performance and Accountability (OPA) promotes better City services through data-driven management decision-making and accountability for delivering results to citizens.
In March, 2016, OPA published the 2015 end of year report on Results.nola.gov, a new interactive website that aims to make ResultsNOLA easier to access for residents.
What We Do
In 2010-2012, the City developed a strategic framework to map the City’s overall direction. The City uses the strategic framework in the City’s Budgeting for Outcomes process, where funding is allocated to programs and services that contribute to the accomplishment of the City's goals.
Throughout the year, the OPA uses performance measures to track progress towards the goals in the strategic framework, and reports results to the Mayor and other senior City leaders, department managers, staff, the City Council, and citizens. Performance results are shared publically in quarterly ResultsNOLA performance reports. Key initiatives are further tracked in monthly STAT, or data-driven performance review, meetings.
In order to improve results, the OPA and City leaders and managers review performance data to understand what’s working, what’s not, and to identify solutions for improvement, which may include making changes to strategies, programs, or the allocation of funds.
Reports and Strategic Framework
Click the following links for more information about the OPA's programs and the strategic framework:
In July 2016, the City of New Orleans was one of 34 jurisdictions recognized for superior performance management efforts by the International City/County Management Association (ICMA) with a Certificate of Distinction from the ICMA Center for Performance Measurement.
The certificate program assessed the City of New Orleans performance management program using to criteria that included:
- Reporting of performance data to the public through budgets, newsletters, and/or information provided to elected officials
- Data verification efforts to ensure reliability
- Staff training
- Use of performance data in strategic planning and operational decision-making
- Sharing of performance measurement knowledge with other local governments through presentations, site visits, and other networking.
- Commitment to tracking and reporting to the public key outcomes
- Surveying of the both residents and local government employees
- Effective and timely reporting