PRELIMINARY MAYOR’S MANAGEMENT REPORT January 2021 The City of New York Mayor Bill de Blasio Dean Fuleihan First Deputy Mayor Jeff Thamkittikasem, Director Mayor’s Office of Operations Front Cover: City Life in Downtown Manhattan on Wednesday, March 25, 2020. Back Cover: Chinatown. July 21, 2020. Ed Reed/Mayoral Photography Office. Mayor’s Management Report Preliminary Fiscal 2021 The City of New York Mayor Bill de Blasio Dean Fuleihan, First Deputy Mayor Jeff Thamkittikasem, Director Mayor’s Office of Operations January 2021 Page iv MESSAGE FROM THE DIRECTOR The COVID-19 pandemic has impacted and disrupted the city’s normal operations – not to mention the daily lives of New Yorkers -- but, at the same time, it has also necessitated innovative, immediate efforts to rapidly respond and address the pandemic. This year, the Preliminary Mayor’s Management Report (PMMR) hopes to highlight some of that response, as well as documenting the performance of the city, and its agencies, during these times. While the PMMR is full of important data and metrics, it cannot fully capture the efforts of the heroic, resilient efforts of New Yorkers to adapt to, respond to, and begin to reopen in the face of COVID-19. In accordance with the City Charter, this report covers the first four month of the fiscal year, from July 1 2020 to October 31 2020. Since then, we’ve seen a resurgence in cases, but we also have begun vaccinations citywide. This report will primarily focus on the state of the city during the reporting period, but will allow for additional context from November to January as is needed to provide accurate information. The PMMR is an annual report produced by the Mayor’s Office of Operations that ultimately 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 as a part of the City’s response to the fiscal crisis, to highlight the impacts on performance in a challenging budget environment. And now, as we respond to COVID-19 and navigate a difficult budget landscape during this fiscal year and in our future budgets, this report remains an important tool for accountability and management across the City. The PMMR 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, especially with limited resources. 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 PMMR is especially important this year as we continue to fight and recover from the COVID-19 pandemic. The report shows the impacts the COVID-19 pandemic have had on government operations and highlights many of the efforts agencies took to continue to deliver high quality service focusing on the safety of New Yorkers. Furthermore, the “Focus on Equity” statements at the beginning of each PMMR chapter highlight agency’s work in addressing racial and other social justice inequities over the years. Following the protest activity and important calls for racial justice, as well as the outcomes of the City’s Racial Inclusion and Equity Task Force, these sections remain even more important now to show how each agency continues to do its part and will prioritize this work in years to come. Thank you to the staff at the Mayor’s Office of Operations and across City agencies for making this important report possible during this challenging time. Jeff Thamkittikasem Director, Mayor’s Office of Operations Table of Contents Introduction 177 Building Human Potential 179 Department of Education Collaborating to 189 School Construction Authority Deliver Results 193 Department of Youth and Community Development 3 COVID-19 Response & Recovery 199 Public Libraries 11 ThriveNYC 203 City University of New York 19 Housing New York 207 Department of Small Business Services 25 Vision Zero 211 Department of Veterans’ Services 31 Mayor’s Action Plan for Neighborhood Safety 215 Infrastructure and Sustainability 217 Department of Environmental Protection Agency Chapters 223 Department of Transportation 229 Department of Buildings 39 Public Safety and Access to Justice 235 Department of Design and Construction 41 New York City Police Department 47 Fire Department 53 New York City Emergency Management 239 Promoting Viable Communities 57 Department of Correction and Neighborhoods 63 Department of Probation 241 Department of City Planning 69 Civilian Complaint Review Board 247 New York City Economic 73 Law Department Development Corporation 77 Department of Investigation 253 Department of Housing Preservation 83 City Commission on Human Rights and Development 87 Office of Administrative Trials and Hearings 261 New York City Housing Authority 91 Business Integrity Commission 269 Landmarks Preservation Commission 95 Basic Services for All New Yorkers 273 Administrative Services 97 Department of Sanitation 275 Department of Citywide 103 Department of Parks and Recreation Administrative Services 111 Department of Cultural Affairs 283 Department of Records and 115 Department of Consumer Information Services and Worker Protection 289 Department of Finance 121 311 Customer Service Center 295 Department of Information Technology 125 Taxi and Limousine Commission and Telecommunications 301 Board of Elections 131 Health and Human Services 133 Department of Health and Mental Hygiene Appendix 141 Office of Chief Medical Examiner 307 Additional Tables 147 NYC Health + Hospitals 327 MMR User’s Guide 151 Human Resources Administration 328 Index of Agencies 159 Administration for Children’s Services 167 Department of Homeless Services 173 Department for the Aging INTRODUCTION PRELIMINARY 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 Preliminary Mayor’s Management Report (PMMR) covers performance for the first four months of the fiscal year, from July through October. The annual Mayor’s Management Report (MMR) covers the 12-month fiscal year period, from July through June. The Charter provisions governing the submission of the PMMR/MMR can be viewed on the Mayor’s Office of Operations’ website at www.nyc.gov/mmr. The PMMR and MMR 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. A set of services is listed at the beginning of each agency chapter. Within each service area, goals articulate the agency’s aspirations. The services and goals were developed through collaboration between the Mayor’s Office of Operations and the senior leadership of each agency. The “Performance Indicators” tables contain the following information for the measurements of each agency’s goals: 1. 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. In the MMR, the most recent five full fiscal years of data are presented. 2. A star designation («) showing which indicators are deemed critical. 3. 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 PMMR and MMR also present, for each agency, an overview of resources used and resources projected for use including personnel, overtime, expenditures, revenues and capital commitments. Additionally, spending and budget information are provided by budgetary unit of appropriation, and, where possible, are shown 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 chapter there is a “Noteworthy Changes, Additions or Deletions” section where important changes are noted, including updates and corrections to information presented in previous reports. “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 PMMR/MMR is available in an interactive web version and in the form of a printable book. Both versions can be viewed at www.nyc.gov/mmr. Also available at www.nyc.gov/mmr: 1. Definitions for each agency performance indicator including the data source. 2. An archive of previously released reports from Fiscal 2019 to Fiscal 1997. PMMR/MMR data for performance indicators and resource indicators can also be found on NYC Open Data (https://opendata.cityofnewyork.us/).