Mayor's Management Report

MAYOR’S MANAGEMENT REPORT September 2018 The City of New York Mayor Bill de Blasio Dean Fuleihan First Deputy Mayor Emily W. Newman, Acting Director Mayor’s Office of Operations Cover: Children playing soccer in Flushing Meadows-Corona Park. Michael Appleton/Mayoral Photography Office. LETTER FROM THE MAYOR Friends: This Administration came into office determined to preserve the greatness of New York City: today, tomorrow and for generations to come. Now, as I begin my second term, we are determined to make New York the Fairest Big City in America. The Mayor’s Management Report will help us get there. It is how we measure the work we have done and the results it has achieved. It is how we make ourselves transparent to the people we serve and accountable for our actions. It is our report card that comes out twice a year. All New Yorkers should be proud that this report is now entering its fifth decade of existence. It is both a key tool and living symbol of our city’s ongoing commitment to good government. Sincerely, Bill de Blasio Mayor Mayor’s Management Report Fiscal 2018 The City of New York Mayor Bill de Blasio Dean Fuleihan, First Deputy Mayor Emily W. Newman, Acting Director Mayor’s Office of Operations September 2018 Page vi MESSAGE FROM THE ACTING DIRECTOR Over the past 41 years, the Mayor’s Management Report (MMR) has provided an opportunity for us to develop outcome targets and to measure the effectiveness of our policies and procedures, and continues to serve as a cornerstone of government accountability. It is at once a detailed breakdown of government activities and services; a quantitative statement of objectives and aspirations; and an unvarnished measure of government performance. Over time, it reflects changes in priorities, while it continues to show the core services the City always provides. The MMR offers the public an opportunity to evaluate agency effectiveness and efficiency in meeting the central needs of New Yorkers in such areas as safety, education, housing, health and human services, public infrastructure, and open space. The MMR features a collection of performance indicators taken from 45 individual City agencies and organizations and spans Fiscal 2014 through Fiscal 2018 (July 2013 through June 2018). It provides updated “Focus on Equity” statements, an element added by the de Blasio administration to highlight how each agency advances fairness and equality in its work. It also reports on signature City initiatives such as Vision Zero and ThriveNYC in the section “Collaborating to Deliver Results”—a recognition that some of the most important work in City government happens outside of agency silos and through innovative partnerships. The MMR is more than just a performance report. It provides a view into a robust system of data-driven performance management that is at the heart of our mission at the Mayor’s Office of Operations. Operations is charged with making government more efficient and effective, and MMR performance data is deployed throughout the year to identify pain points, evaluate new practices and policies, and inform decisions about the allocation of resources. To strengthen our use of data, the Mayor’s Office of Operations is undertaking a review of the MMR, looking at ways to modernize the City’s process, gather more real-time data, and wherever possible, ensure that accurate information is accessible to executive leadership, managers, ground level staff, and the public. We look forward to identifying opportunities to grow our data management processes from the framework we have built over the past 41 years. That is what the Mayor’s Office of Operations is about—constantly searching for ways for the City to do better than we did before. Twice a year, we lay our cards on the table by publishing the indicators used internally to assess performance. And throughout the year, on a daily basis, we work behind the scenes to track agency performance, support program implementation and growth, encourage efficiency and effectiveness, and improve collaboration across agency operations. Doing so requires the highest standards of professional integrity and a deep knowledge of government operations. I am grateful for, and often in awe of, my colleagues at Operations, and our partners at City agencies, who are committed to serving the public interest. Emily W. Newman Acting Director, Mayor’s Office of Operations Table of Contents Introduction 195 Administration for Children’s Services Collaborating to 205 Department of Homeless Services 213 Department for the Aging Deliver Results 3 ThriveNYC 217 Building Human Potential 9 Housing New York 219 Department of Education 17 Hurricane Sandy Recovery 227 School Construction Authority 21 Vision Zero 231 Department of Youth and Community 27 Young Men’s Initiative Development 33 Mayor’s Action Plan for 239 Public Libraries Neighborhood Safety 243 City University of New York 39 Mayor’s Task Force on Behavioral Health 247 Department of Small Business Services and the Criminal Justice System 253 Department of Veterans’ Services 43 Career Pathways 49 Small Business First 257 Infrastructure and Sustainability Agency Chapters 259 Department of Environmental Protection 267 Department of Transportation 57 275 Department of Buildings 57 Public Safety and Access to Justice 59 New York City Police Department 283 Department of Design and Construction 67 Fire Department 75 New York City Emergency Management 287 Promoting Viable Communities and 81 Department of Correction Neighborhoods 89 Department of Probation 289 Department of City Planning 95 Civilian Complaint Review Board 295 New York City Economic Development 99 Law Department Corporation 103 Department of Investigation 301 Department of Housing Preservation 107 City Commission on Human Rights and Development 113 Office of Administrative Trials and Hearings 309 New York City Housing Authority 117 Business Integrity Commission 319 Landmarks Preservation Commission 121 Basic Services for All New Yorkers 323 Administrative Services 123 Department of Sanitation 325 Department of Citywide Administrative 129 Department of Parks and Recreation Services 137 Department of Cultural Affairs 335 Department of Records and Information 143 Department of Consumer Affairs Services 151 311 Customer Service Center 341 Department of Finance 155 Taxi and Limousine Commission 349 Department of Information Technology and Telecommunications 161 Health and Human Services 355 Board of Elections 163 Department of Health and Mental Hygiene Appendix 173 Office of Chief Medical Examiner 361 Additional Tables 179 NYC Health + Hospitals 435 MMR User’s Guide 185 Human Resources Administration 436 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 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. 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 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 www.nyc.gov/mmr: 1.

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