QUESTION
What are the distinctions between the Mayor's Office of Operations and the newly created office in terms of their work focus?
2:00:34
·
3 min
The Director of the Mayor's Office of Operations explains that the new office specializes in process improvements and reform, complementing their broader project management role.
- The new office focuses on process reform, including automation and technology improvements.
- There is a division of labor between the two offices, with the new office concentrating on process improvements.
- The Mayor's Office of Operations shares performance issues with the new office for further enhancement.
- The discussion also touches on recommendations previously made for performance management and tracking service outcomes.
Lincoln Restler
2:00:34
Could you just speak to how does the work of their it just their their charge sounds like the same as operations to me.
2:00:44
Can I just I know this wasn't your decision to create the office, so I'm not asking for the kind of analysis behind that?
2:00:51
But I do wanna understand, is this entirely duplicative?
2:00:56
I mean, I I appreciate that they were helpful with customer service related.
2:00:59
Indicators, that's great.
2:01:00
That sounds like a positive thing.
2:01:03
But how does your work complement?
2:01:06
How does their work complement yours?
2:01:08
Like, what are they doing?
Dan Steinberg
2:01:09
Right.
2:01:10
You definitely should direct that question to them, but but in practice, we show up.
Lincoln Restler
2:01:14
So you're all like that.
Dan Steinberg
2:01:16
We do have a division of labor in in the sense that that that their core strengths really are process reform and and and and making government taking existing processes and you know, studying what types of either parallel processes or or other kind of interventions you know, automation technology.
2:01:39
They they come at it with every lever, but but specifically on process improvements, and and that's been their focus.
2:01:47
And and I think when you hear from them, you'll hear their portfolio is is mostly focused on those sorts of issues, and and we're always very keen to share performance flags that we see with them in those areas.
2:01:59
You know, I think our our project management team has those skills, but we also have a number of other instruments and and skills center disposal.
Lincoln Restler
2:02:10
And I one of the things I really enjoyed when I was preparing for this hearing, I think the last time there was a MMRP MR official hearing was 2017 Mhmm.
2:02:21
And Yeah.
2:02:21
Summit trans Yeah.
2:02:22
Did who I did too.
2:02:23
So and one of the people who came to testify at that hearing was my first chief of staff, Marian Alexander.
2:02:33
She was then with the CBC.
2:02:34
She then worked on the performance management team at ops, so maybe some of the
Dan Steinberg
2:02:37
So I gotta say, she was a key member of the team that did the she worked on that dynamic.
2:02:44
The the I would say the antecedent the dynamic management report.
2:02:47
The very earliest stages of of even conceiving it is like an interactive web tool that really valuable work.
Lincoln Restler
2:02:54
So she included a series of recommendations in her CDC testimony from 7 years ago.
2:03:01
Which I have not consulted with her if she still agrees with those recommendations after having worked on the MMR and having dealt with me.
2:03:10
But or having had to put up with me, I should say.
2:03:15
But I thought they were very thoughtful recommendations, and I just was interested in your general feedback.
2:03:22
1 was to increase an emphasis on outcomes rather than kind of like, to better track the impact of services rather than inputs and outputs.
2:03:30
2 was focusing on efficiency by developing cost measures in service areas, which was something former controller Stringer also had recommended.
2:03:41
And thirdly, connecting Citi spending on services with service outcomes.