Table of Contents

INTRODUCTION2

MAYORAL AGENCIES3

Comptroller4

City Council:4

Procurement Policy Board:4

MayorÕs Office of Contracts:4

Department of Investigation:4

Borough Presidents:5

Agency Heads:5

Department of Citywide Administrative Services:5

Department of Design & Construction:5

Corporation Counsel:5

Office of Administrative Trials and Hearings:6

Department of Business Services/Division of Economic and Financial Opportunity:6

Department of Business Services/Division of Labor Services:6

MAYOR OFFICE ORGANIZATIONAL CHART6

CONCLUSION9

WORKS CITED12

Mayor Bloomberg

Introduction

The American businessman-politician has a long and storied history. From Alexander Hamilton (industrialist) to Herbert Hoover (mining consultant) to New Jersey Governor Jon Corzine (CEO, Goldman, Sachs (GS)), wealthy and connected executives have, for better or worse, tried to bring corner-office management to the public arena. With the arrival of George W. Bush, MBA, we began to hear a lot about the so-called CEO President who was supposed to muster a greater degree of executive decisiveness and accountability. But four years of war and the Katrina debacle have blunted that talk. Which brings us to New York City Mayor Michael R. Bloomberg. This forthright and prosaic 65-year-old billionaire just may have the right combination of managerial(McGeehan 11), risktaking, and political skills to create a new model for public service—possibly even at the national level should Bloomberg run for President. Applying lessons from an early career on Wall Street and from two decades building his eponymous financial-information and media empire, the mayor is using technology, marketing, data analysis, and results-driven incentives to manage what is often seen as an unmanageable city of 8 million. Bloomberg sees New York City as a corporation, its citizens as customers, its sanitation workers, police officers, clerks, and deputy commissioners as talent. He is the chief executive. Call him a technocrat all you want; he's O.K. with that(Roberts 4). "I hear a disparaging tone, like there's something wrong with accountability and results," he says. "What was I hired for?" Yes, Bloomberg has endured setbacks. His failed attempt to build a football stadium in Manhattan gobbled up time and energy for much of his first term. And while his takeover of city schools five years ago from the state has led to dramatically improved test scores, there is a long way to go before the mayor can declare victory. Plus, some of his ideas— including his suggestion to pay kids for good grades—grate on educators. Yet his checklist-obsessed operating style has resonated with New York's famously cynical citizenry—70% approval ratings attest to that—and well beyond Gotham. "People see that this can be done in a place like New York, effectively managing something so large and complex," says Time Warner CEO Richard D. Parsons, a Bloomberg friend and someone mentioned as a possible mayoral candidate himself. "And they think, 'Hey, this can be done elsewhere.'" (John 2)

Mayoral agencies

Mayoral agencies operate under the jurisdiction of the MayorÕs Office. Purchases made by Mayoral agencies and offices of the independently elected officials are subject to the New York City Procurement Policy Board (PPB) Rules. All these procurements are governed by the revised City Charter. Purchases made by Mayoral agencies, but not those of independently elected officials, may be subject to oversight by the Mayor's Office of Contracts. (Broder 3)

Comptroller

The Comptroller is an independently elected public official with the authority and responsibility under Chapter five of the New York City Charter to audit and investigate all matters ...