MAYOR’S MANAGEMENT REPORT September 2019 The City of New York Mayor Bill de Blasio Dean Fuleihan First Deputy Mayor Jeff Thamkittikasem, Director Mayor’s Office of Operations Cover: The Jeuness Track Club, a grass roots community-based track club for girls, tours City Hall and receives a proclamation from the Mayor’s Office on August 31, 2016. Michael Appleton/Mayoral Photography Office LETTER FROM THE MAYOR Friends: Since this Administration took office five years ago, we’ve devoted ourselves to making New York the Fairest Big City in America. With crime at historic lows, Pre-Kindergarten for every four- year-old, and higher wages for working people, we’ve made significant progress. But there is more to do—and we are determined to make things even better. The Mayor’s Management Report (MMR) is a crucial tool in these efforts. It highlights the full breadth of what our government does, across programs vast and small, and invites every New Yorker to look at what we’ve achieved. For more than 40 years, the MMR has provided a transparent and open look at the leaders who serve this city. We’re proud to continue that tradition of good governance, and keep pushing for a city that is more fair and just for all. Sincerely, Bill de Blasio Mayor Mayor’s Management Report Fiscal 2019 The City of New York Mayor Bill de Blasio Dean Fuleihan, First Deputy Mayor Jeff Thamkittikasem, Director Mayor’s Office of Operations September 2019 Page vi MESSAGE FROM THE DIRECTOR The Mayor’s Management Report (MMR) is an annual report produced by the Mayor’s Office of Operations that helps City agencies, offices, advocates, and the public better understand how New York City is performing. The report was first produced by the Mayor’s Office in 1977, and remains an important tool for accountability and management across the City. The MMR includes both quantitative metrics and qualitative explanations that show how each City agency and related projects are doing and allows for year-over-year comparisons to show where progress has been made, where more attention is needed, and where there are opportunities for improvement. New York City is one of the most complex and expansive municipalities in the world, with dozens of agencies and offices, and more than 350,000 employees – all in service of New York City’s 8.6 million residents. While each agency measures its progress across different metrics to meet their missions, we all share the goal of maximizing City resources to provide excellent services to each resident and to advance equity for all New Yorkers. This report is always an opportunity for us to take stock of where we are, hold ourselves accountable, and to continue to make informed management decisions about how to further improve our city’s efforts. It serves as an effort to provide data-driven context for the City’s broader and values-driven goals. The MMR this year highlights many areas in which our City is a national leader, where we’ve put our values to work and achieved concrete gains. New York City is the safest big city in the United States; Universal Pre-K has provided thousands of families with excellent early education opportunities; and we’ve built or preserved a record number of affordable housing units. While there is always room to improve, it’s also important to recognize what is working, and to continue progress where it’s already occurring. Thank you to the staff at the Mayor’s Office of Operations and across City agencies for making this important report possible. It is only through their diligent service to the city’s residents that not only do we get to take a detailed measure of where we are, but use it to continuously improve and meet the needs of all New Yorkers. Jeff Thamkittikasem Director, Mayor’s Office of Operations Table of Contents Introduction 205 Building Human Potential 207 Department of Education Collaborating to 215 School Construction Authority Deliver Results 219 Department of Youth and Community Development 3 ThriveNYC 227 Public Libraries 9 Housing New York 231 City University of New York 17 Hurricane Sandy Recovery 235 Department of Small Business Services 21 Vision Zero 241 Department of Veterans’ Services 27 Mayor’s Action Plan for Neighborhood Safety 245 Infrastructure and Sustainability 33 Career Pathways 247 Department of Environmental Protection 39 Small Business First 255 Department of Transportation 263 Department of Buildings Agency Chapters 271 Department of Design and Construction 47 Public Safety and Access to Justice 275 Promoting Viable Communities and 49 New York City Police Department Neighborhoods 57 Fire Department 277 Department of City Planning 65 New York City Emergency Management 283 New York City Economic Development 71 Department of Correction Corporation 79 Department of Probation 289 Department of Housing Preservation 85 Civilian Complaint Review Board and Development 89 Law Department 297 New York City Housing Authority 93 Department of Investigation 307 Landmarks Preservation Commission 99 City Commission on Human Rights 105 Office of Administrative Trials and Hearings 311 Administrative Services 109 Business Integrity Commission 313 Department of Citywide Administrative Services 113 Basic Services for All New Yorkers 323 Department of Records and Information 115 Department of Sanitation Services 121 Department of Parks and Recreation 329 Department of Finance 129 Department of Cultural Affairs 337 Department of Information Technology 135 Department of Consumer Affairs and Telecommunications 143 311 Customer Service Center 343 Board of Elections 147 Taxi and Limousine Commission Appendix 153 Health and Human Services 155 Department of Health and Mental Hygiene 349 Additional Tables 163 Office of Chief Medical Examiner 409 MMR User’s Guide 169 NYC Health + Hospitals 410 Index of Agencies 175 Human Resources Administration 185 Administration for Children’s Services 195 Department of Homeless Services 201 Department for the Aging 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 45 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: 1. 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. 2. A star designation («) showing which indicators are deemed critical. 3. Numeric or directional targets, if appropriate, allowing for the comparison of actual performance against these projected levels of service. Numeric 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. Additionally, spending and budget information are provided by budgetary unit of appropriation, and, where possible, in relationship to an agency’s goals. 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 indicators that supplement the measures contained in the book version. The entire web version can be viewed at www.nyc.gov/mmr. Two types of MMR-related information are also available at www.nyc.gov/mmr: 1. Definitions for each agency performance indicator including the data source. 2. Additional tables showing information of interest across agencies including workforce absence rates and fleet vehicle usage. Additionally, Community-level information for selected performance measures, disaggregated by local service district (community district, police precinct or school district), is available through the “Mapping” tab in the Citywide Performance Reporting (CPR) website (https://www1.nyc. gov/site/cpr/mapping/performance-mapping-report.page). Also in CPR, all performance indicators can be viewed by user-selected time periods. Users can select data for any month from Fiscal 2003, where available, to the current fiscal year. CPR is updated every month on the first day of the month, making indicators available more frequently than the twice-yearly MMR/PMMR cycle.