QUESTION
How does the Chief Efficiency Officer's role differ from the Mayor's Office of Operations?
1:57:35
·
178 sec
The Chief Efficiency Officer collaborates with the Mayor’s Office of Operations, contributing specifically to customer service measurements and employing Lean Six Sigma for process improvements.
- The Chief Efficiency Officer's work focuses primarily on introducing and enhancing customer-centric evaluations in public services.
- In partnership with the Mayor’s Office of Operations, they fill gaps in customer service metrics unaddressed by existing measures, employing Lean Six Sigma methods.
- This collaboration led to the development of 150 new customer service indicators aimed at reflecting the true customer experience.
- Despite perceived overlaps, their distinct contributions lie in methodological and process improvement, particularly in addressing customer service efficiencies.
Lincoln Restler
1:57:35
I would like to just shift gears to ask you about some of these new offices that the mayor has created that we invited to come to testify today, who refused, who wanted to leave all the fund operations, But in particular, I'm interested in the chief efficiency officer.
1:57:55
So Mel has left Denise Clay is now the chief efficiency officer.
1:58:01
My understanding my recollection from the executive order that created the role was that they are charged with developing updated metrics to improve government transparency performance and accountability.
1:58:13
If I hadn't told you in advance that that was from the chief efficiency officer executive order, I and I told I if I were to ask you is that to describe the mayor's office of operations, imagine you would have said yes.
1:58:24
So it sounds pretty darn duplicative to me.
1:58:28
Could you help me understand how y'all work together?
1:58:32
What do they do that's different from what ops does?
1:58:35
Did we just create another office that has got the same same mandate as the mayor's office of operations?
Dan Steinberg
1:58:41
So we weren't involved in the decision as to whether they'd be here today.
1:58:46
And and I don't wanna represent the work of those offices fully.
1:58:49
I do wanna describe the work we've done together because we did fill that that that component of the EU in the sense that the the I think it was a 150 customer service indicators that were added was a very involved process that was partially driven by that office in coordination with us.
1:59:09
They they were the ones that essentially came up with a new paradigm of customer centric.
1:59:14
Measurements and a very legitimate critique that the MR was missing.
Lincoln Restler
1:59:21
Was that Marsha?
Dan Steinberg
1:59:22
Marsha was involved, and and and it was a very productive engagement because they were right in the sense that so many of the customer service educators in the MMR from the perspective of government and allow us to sort of break down components of of our response, but don't necessarily represent the experience of of the customer, you know, the truly, like, how long did the thing take, not how long did it take us to get there, hurt, that sort of thing.
1:59:48
And so so many of the new customer service indicators represent that sort of customer centric paradigm that they developed, and we worked closely with them.
2:00:00
Beyond that, I can't speak to their current portfolio.
2:00:03
We do have somewhat of a division of labor in the sense that they really are strong and process improvements in on the methods of of Lean Six Sigma.
2:00:12
And and so some of the issues that you described today are those types of issues and and But but in terms of the MMR, their their involvement has been limited to those customer service indicators.
2:00:24
And and and to some extent, they've been involved in the cohort review process.
2:00:29
There's one more thing that that we should say.
2:00:31
No?
UNKNOWN
2:00:32
I don't know.
2:00:32
I don't know.
2:00:32
I don't know.
2:00:32
I don't know.
2:00:32
I don't know.
2:00:32
I don't know.
Dan Steinberg
2:00:32
I don't know.