PUBLIC SECTOR PROJECT YOU’RE MOST PROUD OF? Currently one of my key responsibilities involves overseeing a municipal call center, what we commonly call a 311 call center in the United States. When I was appointed to run the Division, it was known as the ‘Mayor’s Complaint Line,’ and I realized we needed a name change. Complaints don’t foster confidence, and I wanted our citizens to see this as an opportunity to resolve an issue, actualize their corners not just a place for them to vent. So, we revamped it, starting with a simple yet powerful change – the name. We became the‘311 Call and Resolution Center,’ emphasizing our commitment to finding solutions. The term ‘resolution’ became central, signifying our dedication to addressing citizens’ concerns. Now they know when they called, clicked, walked-in they could expect a resolution. Technology staffing (people) and process modernization supported all of thi s. Now, after about 15 years, we’re going through the modernization process all over again. This time we’re looking at AI and making our system intuitive. We’re looking at chatbots, and mobile response features. It’s not just an upgrade; it’s a model for s eamless integration, prioritizing citizen satisfaction and employee experience too.
“I thought ‘why don’t we look at the areas that are most challenged and instead gather all city departments simultaneously to address multiple challenges in a targeted area.”
Building on the success of the 311 transformation and harnessing the data the 311 platform collects I created a new program and introduced the “Clean Sweep” initiative in Buffalo, which is also run out of my Division. This program has a focus that utilizes data to support and enrich our communities. Clean Sweep takes a holistic approach, addressing entire neighborhoods, not just individual concerns. Often times, when there’s a problem, our mentality says to send one unit to fix it and resolve an issue. Instead, I thought ‘why don’t we look at the areas that are most challenged and instead gather all city departments simultaneously to address multiple challenges in a targeted (or you could say an identified) area. This collaborative effort helped transform neighborhoods collectively rather than incrementally. (In 2015 the Clean Sweep program won an award for significantly reducing overall crime by 25 percent.) Beyond the tangible improvements, Clean Sweep became a catalyst for community engagement and support. Departments, community partners, and volunteers collaborated not only to address existing issues but to connect residents with essential resources about job opportunities, health insurance, and education, as well as develop an overall rapport so that residents would know that we were there for them and available. YOUR TOP TIP FOR GOVERNMENT PROFESSIONALS? As administrators, no matter how technically intricate our tasks may be, it’s crucial to keep the end goal in mind. Personally, for me, that means always prioritizing residents and citizens, being intensely citizen-centric and people-centric in our approach to the work. It’s about being mindful of the entire process— from start to finish. While not rigidly sticking to predefined endpoints, it’s vital to understand the journey and ensure that we reach the intended destination. The key is to put people first in our minds when doing the work. The philosophy of servant leadership resonates with this approach — focusing on how we serve and paving the way. YOUR ASPIRATION FOR GOVERNMENT? I’m all about making government services more responsive, purposeful and people centric. By embracing innovative solutions, leveraging technology, investing in skilled individuals, and cultivating a purposeful culture of service, we ensure our commitment to continuous improvement. Let’s get those processes clean and focused, really orient ourselves toward being mindful, and serving folks in the best possible way
Prince Hall Sentinel May 2024 Page | 34
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