Melissa Malone | Chief operating officer, Providence
1. You have an extensive background in government finance. How does that translate to your current position? My portfolio spans everything from million-dollar bond issuances to regionalization of the state’s largest water supply, and more traditional municipal issues such as crafting the city budget and trash removal. Having a broad understanding of government finances is critical to being able to perform the analysis and oversight necessary to create viable recommendations and solutions to the administration and stakeholders.
2. What are the biggest priorities this fall? I am looking forward to implementing and overseeing the Capital Improvement Plan. This is the first time Providence has seen a comprehensive plan in decades and I will be working with departments to ensure municipal services are responsive to the needs of both residents and businesses, while collaborating with the Providence City Council on a number of shared initiatives.
3. Why did you want to leave private consulting, your own firm, for city government? The success of Providence and the state … are intrinsically linked. Individuals who live in any one of the 39 cities or towns have a vested interest in Providence succeeding, even if they do not visit the city daily. The opportunity to be part of Mayor [Jorge O.] Elorza’s administration … was both humbling and an honor.
4. You have a strong background in municipal pensions. What can we expect to see next year for Providence’s pension, which is historically underfunded? Developing a sustainable path forward for the pension system is a priority of the administration. While there are no easy answers, we are committed to working with the City Council and unions to find a way forward that will protect the interests of all parties.
5. What is the biggest difference between running your own company and running city operations? With your own company, the satisfaction of individual clients is more easily achieved, and shareholder reward is measured by relatively objective standards. In city operations there are competing interests and multiple parties and perspectives, and change requires buy-in from all stakeholders.
It’s both a challenge and an opportunity and I am able to draw on my past private and public experiences.
