Senior Advisor for Organizational Excellence

City of New York•New York City, NY

About The Position

The Senior Advisor for Organizational Excellence reports directly to the Commissioner and will provide executive quality assurance quality control for organizational matters plus agency-wide strategy, policy, and prioritization support, soup to nuts oversight of agency and Administration priorities on behalf of executive staff and balance existing leadership team skillset with extensive agency knowledge, and subject matter expertise. The Senior Advisor for Organizational Excellence will work with agency leadership, and executive staff to identify priority problem areas and opportunities, Identify short, medium, and long-term solutions and roadmaps. The Senior Advisor for Organizational Excellence will establish reoccurring feedback loops with leadership and executive staff as well as develop clear goals for the first 100 days/top 10 priority initiatives. The goals of this position is to accelerate and broaden the delivery of DOT’s mission across the five boroughs; act as a nimble and easily deployable resource to help identify and unlock organizational and process barriers to success; facilitate the exchange of best practices; provide executive level Quality Assurance and Quality Control (QAQC); accelerate project delivery, and elevate project quality by working with planning and operational divisions to identify areas where resources can be better coordinated; identify the top agency and Administration priorities where internal coordination will be paramount and establish working groups; identify the contractual and procurement barriers that limit our capacity to respond and deliver; and expand opportunities for greater staff collaboration. The Senior Advisor for Organizational must address the organizational silos resulting in inconsistent outcomes, miscommunication, and fail to make the most of DOT’s resources and talent. Eliminate duplicative work functions that creates redundancy and a diminished quality of work. Address Areas with unclear jurisdiction making DOT slow to respond, or non-responsive, which can result in missed opportunities, and administrative processes that create delays for DOT, our vendors, and partners that rely on DOT’s support.

Requirements

Serving permanently in the title of Administrative City Planner.
A baccalaureate degree from an accredited college and four (4) years of full-time experience in city planning, at least eighteen (18) months of which must have been in a managerial capacity; or Education and/or experience which is equivalent to the above.
A baccalaureate degree and eighteen (18) months of managerial experience in city planning is required of all candidates.
Graduate work leading to an advance degree in city planning or related field may be substituted for up to two (2) years of the non-managerial experience on a year-for-year basis.
Graduation from an accredited United States Law School may be substituted for two (2) years of non-managerial experience.

Responsibilities

Provide executive quality assurance quality control for organizational matters plus agency-wide strategy, policy, and prioritization support.
Oversight of agency and Administration priorities on behalf of executive staff.
Balance existing leadership team skillset with extensive agency knowledge, and subject matter expertise.
Work with agency leadership, and executive staff to identify priority problem areas and opportunities.
Identify short, medium, and long-term solutions and roadmaps.
Establish reoccurring feedback loops with leadership and executive staff.
Develop clear goals for the first 100 days/top 10 priority initiatives.
Accelerate and broaden the delivery of DOT’s mission across the five boroughs.
Act as a nimble and easily deployable resource to help identify and unlock organizational and process barriers to success.
Facilitate the exchange of best practices.
Provide executive level Quality Assurance and Quality Control (QAQC).
Accelerate project delivery, and elevate project quality by working with planning and operational divisions to identify areas where resources can be better coordinated.
Identify the top agency and Administration priorities where internal coordination will be paramount and establish working groups.
Identify the contractual and procurement barriers that limit our capacity to respond and deliver.
Expand opportunities for greater staff collaboration.
Address the organizational silos resulting in inconsistent outcomes, miscommunication, and fail to make the most of DOT’s resources and talent.
Eliminate duplicative work functions that creates redundancy and a diminished quality of work.
Address Areas with unclear jurisdiction making DOT slow to respond, or non-responsive, which can result in missed opportunities.
Address administrative processes that create delays for DOT, our vendors, and partners that rely on DOT’s support.