Mayor's Management Report

Mayor’s Management Report Mayor’s September 2016 | City of New York MAYOR’S MANAGEMENT REPORT September 2016 The City of New York Mayor Bill de Blasio Anthony Shorris First Deputy Mayor Mindy Tarlow, Director Mayor’s Office of Operations www.nyc.gov/mmr Cover Photo: Edward R. Murrow High School in Brooklyn This report was produced by the Mayor’s Office of Operations’ Performance Management Team and in Photo courtesy of Mayoral Photography Office collaboration with the City agencies presented within. NYC.gov/Photos CONTRIBUTORS Shariful Bhuiya Kristi Brown Tina Chiu Douglas Giuliano Henry Hecht Guenevere Knowles Bonda Lee-Cunningham Stephen Narloch Gaëlle C. Pierre, Ph.D. Norma Ponce Dan Steinberg Marlon WiIIie Cover Design: Toby Allan LETTER FROM THE MAYOR My Fellow New Yorkers: For nearly 40 years, the Mayor’s Management Report (MMR) has given the people of this city a window into how their government is working for them. The MMR embodies our commitment to transparency and accountability and it is one of the ways we use data to improve City services for all New Yorkers. The 2016 report marks my Administration’s second full year of providing this important information. The MMR highlights the full range of what we do: from everyday services to emergency operations; from small-scale initiatives to larger endeavors. Some of these services have an immediate and tangible effect, while others will have a significant effect over time. I’ve often talked about the inequities in our society as a Tale of Two Cities. With the MMR, you will get a detailed look at how City government is tackling these inequalities and creating a New York that is inclusive and fairer for all. Sincerely, Bill de Blasio Mayor Mayor’s Management Report Fiscal 2016 The City of New York Mayor Bill de Blasio Anthony Shorris, First Deputy Mayor Mindy Tarlow, Director Mayor’s Office of Operations September 2016 Page vi MESSAGE FROM THE DIRECTOR As we approach its 40th anniversary, the Mayor’s Management Report (MMR) continues to uphold the City’s commitment to open government and data-driven performance management. Featuring over 2,000 metrics as well as analyses of data trends and detailed updates on major City initiatives, the MMR is a testament to both the vast work of City government and our commitment to monitoring and improving the quality and scope of City services. The MMR features a collection of performance indicators taken from 44 individual City agencies and organizations, so the public can evaluate the efficacy of City government in such areas as education, safety, housing, health and human services, public infrastructure and administrative services. This has always been the central mission of the MMR, enhanced by additional features such as the ones described below. The MMR spans the City’s fiscal year, July through June—this year’s report covers Fiscal 2016. Our Administration first introduced Focus on Equity statements in Fiscal 2014 whereby each agency describes how its activities and performance are advancing the fair delivery of services across the city’s neighborhoods and populations. Many of these statements have been updated this year to reflect new programs and initiatives that contribute to a more equitable city. The 2016 MMR continues to include a series of chapters on major interagency initiatives under the banner of “Collaborating to Deliver Results.” The most innovative and far- reaching work of City government often involves numerous agencies, extensive planning and coordination, and a feedback loop where data is used to improve programmatic design and implementation. In turn, these “Collaboration” chapters feature customized performance indicators that speak to the performance of these particular initiatives, which include Housing New York, Vision Zero, and for the first time, ThriveNYC—a comprehensive action plan for how the City approaches mental health and substance misuse. As always, this year’s MMR provides a comprehensive picture of your City government’s performance. It demonstrates the City’s continued focus on fundamental service delivery while proactively addressing the most daunting challenges of our times, from income inequality to climate change. Mindy Tarlow Director, Mayor’s Office of Operations Table of Contents Introduction 171 Human Resources Administration Collaborating to 183 Administration for Children’s Services 193 Department of Homeless Services Deliver Results 201 Department for the Aging 3 ThriveNYC 7 Housing New York 205 Building Human Potential 15 Hurricane Sandy Recovery 207 Department of Education 19 Vision Zero 215 School Construction Authority 25 Young Men’s Initiative 219 Department of Youth and Community 33 Mayor’s Action Plan for Development Neighborhood Safety 225 Public Libraries 39 Mayor’s Task Force on Behavioral Health 229 City University of New York and the Criminal Justice System 233 Department of Small Business Services 43 Career Pathways 49 Small Business First 239 Infrastructure and Sustainability Agency Chapters 241 Department of Environmental Protection 249 Department of Transportation 57 257 Department of Buildings 57 Public Safety and Access to Justice 59 New York City Police Department 263 Department of Design and Construction 65 Fire Department 73 New York City Emergency Management 269 Promoting Viable Communities and 79 Department of Correction Neighborhoods 85 Department of Probation 271 Department of City Planning 91 Civilian Complaint Review Board 277 New York City Economic Development 95 Law Department Corporation 99 Department of Investigation 283 Department of Housing Preservation 103 City Commission on Human Rights and Development 107 Office of Administrative Trials and Hearings 291 New York City Housing Authority 111 Business Integrity Commission 299 Landmarks Preservation Commission 115 Basic Services for All New Yorkers 303 Administrative Services 117 Department of Sanitation 305 Department of Citywide Administrative 123 Department of Parks and Recreation Services 131 Department of Cultural Affairs 317 Department of Records and Information 135 Department of Consumer Affairs Services 141 311 Customer Service Center 323 Department of Finance 145 Taxi and Limousine Commission 331 Department of Information Technology and Telecommunications 151 Health and Human Services 337 Board of Elections 153 Department of Health and Mental Hygiene Appendix 161 Office of Chief Medical Examiner 341 MMR User’s Guide 167 NYC Health + Hospitals 342 Index of Agencies INTRODUCTION MAYOR’S MANAGEMENT REPORT As mandated by Section 12 of the New York City Charter, the Mayor reports to the public and the City Council twice yearly on the performance of municipal agencies in delivering services. The annual Mayor’s Management Report (MMR) covers the twelve-month fiscal year period, from July through June. The Preliminary Mayor’s Management Report (PMMR) covers performance for the first four months of the fiscal year, from July through October. The Charter provisions governing the submission of the MMR can be viewed on the Mayor’s Office of Operations’ website at www.nyc.gov/mmr. The MMR and PMMR cover the operations of City agencies that report directly to the Mayor. Three additional non-Mayoral agencies are included, for a total of 44 agencies and organizations. Activities that have direct impact on New Yorkers - including the provision of support services to other agencies - are the focus of the report. The report is organized by agency around a set of services listed at the beginning of each agency chapter. Within service areas, goals articulate the agency’s aspirations. The services and goals were developed through collaboration between the Office of Operations and the senior managers of each agency. The “Performance Indicators” tables contain the following standard information for the measurements of each agency’s goals: • In the MMR, the most recent five full fiscal years of data are presented. In the PMMR, results are shown for the first four months of the current and preceding fiscal years, in addition to three previous full fiscal years. • A star designation («) showing which indicators are deemed critical. • Numeric targets, if appropriate, allowing for the comparison of actual performance against these projected levels of service. Targets for the next year are set initially in the PMMR based on the City’s preliminary budget and are later updated in the MMR, if necessary, based on the adopted budget or revised performance expectations. Because resources affect an agency’s ability to perform, the MMR and PMMR also present, for each agency, an overview of resources used and resources projected for use including personnel levels, overtime, expenditures, revenues and capital commitments. Each agency chapter also contains information regarding how well the agency is serving its customers including timeliness in responding to e-mail, letters and service requests made through the City’s 311 Customer Service Center. At the end of each agency chapter there is a “Noteworthy Changes, Additions or Deletions” section where important changes are noted including updates and corrections to information presented in earlier MMR/PMMRs. “Additional Resources” provides the full Internet addresses of links to additional agency information and statistics, including the agency’s website. A User’s Guide identifies and describes each component of an agency’s chapter. The MMR/PMMR is available in an interactive web version as well as in the form of a printable book. The interactive web version contains additional

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