Click to Enter The City of New York Fiscal 1999 Summary Volume RUDOLPH W. GIULIANI MAYOR JOSEPH J. LHOTA DEPUTY MAYOR FOR OPERATIONS ADAM L. BARSKY DIRECTOR, MAYOR’S OFFICE OF OPERATIONS S UMMARY V OLUME TABLE OF CONTENTS Introduction................................................................................................i Continuing Development of the Mayor’s Management Report...................iii Neighborhood Quality of Life................................................................................................1 Special Focus: Mayor’s Commission to Combat Family Violence ... 37 Managing the Workforce ....................................................................................................... 47 Economic Development ......................................................................................................... 53 Special Focus: Competitive Grants to NYC Agencies ............................ 69 Services for Children and Youth ..................................................................................... 73 Customer Service........................................................................................................................ 97 Managing Mandated Services......................................................................................... 111 Technology Initiatives........................................................................................................... 125 Special Focus: Preparing for the Year 2000 .............................................. 139 Agency Achievements by Borough ............................................................................ 143 Appendix Indicators Added and Deleted ........................................................................................ 167 I NTRODUCTION The Summary Volume of the Fiscal 1999 Mayor’s Management Report assesses the performance of City agencies during the period July 1998 through June 1999, and articulates the Administration’s plans and priorities. These priorities are: · Enhancing the safety, well-being, and future of our children through improvements in protective and preventive services, education, and other services to children and youth. · Continuing the improvement in public safety achieved to date, by attacking the illegal use and sale of narcotics, implementing targeted enforcement strategies, reorganizing emergency response services, and improving relations with communities. · Advancing quality of life initiatives in areas including infrastructure, community services, and public health. · Continuing to move people off of public assistance and toward employment, while continuing to provide social services for those truly in need. · Restructuring and consolidating agency operations in order to enhance customer service in every area where citizens interact with government. · Using state-of-the-art technology and new media to enhance service delivery, address citizens’ needs, and maximize cost-effectiveness. · Continuing to downsize City government and control City government spending in order to achieve long-term fiscal stability, while enhancing the delivery of core services. · Fostering the continued growth of private sector employment through business recruitment and retention efforts, targeted tax cuts, economic development initiatives, regulatory reform, and raising the City’s educational standards. · Helping to lower the cost of doing business in the City by eliminating the influence of organized crime in areas such as commercial carting, wholesale food markets, and the construction industry. i I NTRODUCTION ii C ONTINUING D EVELOPMENT OF THE M AYOR’ S M ANAGEMENT R EPORT The Fiscal 1999 Mayor’s Management Report (MMR), as required by the City Charter, focuses on agency performance during the period July 1998 through June 1999. Charts present data for several indicators through July, August, or September of 1999 where available, and long-term trend data are included for many key indicators. The Report also presents objectives and performance targets for Fiscal 2000. Volume I of the MMR presents narratives and key performance indicators for each of 44 City agencies, offices, and covered organizations. Volume II presents tables of agency-specific indicators, and of Citywide indicators such as budgeted expenditures and headcounts, workforce management statistics, and procurements; the indicator tables include actual and planned values, year-over-year comparisons, and explanations for significant variances from planned performance levels. The Summary Volume of the MMR presents an overview of City government’s performance and plans in broad service areas, highlighting key initiatives and indices of the City’s wellbeing drawn from within and outside government agencies. The most important change to the format and content of the Fiscal 1999 MMR is the addition of five-year trend tables for critical indicators, appearing at the end of each agency’s narrative chapter. This new element, which shows actual indicator values for the years Fiscal 1995 through 1999, addresses user requests to increase the Report’s focus on long-term trends in important areas, adding to the information already presented in chart form. In most cases, the five-year trend tables list performance measures that are included in the agency’s Goals and Objectives, and which also appear in agency indicator tables. In a few instances, the five-year trend tables include indicators for which plan figures cannot realistically be determined, but which are nevertheless critical for evaluating agency performance. Another new element in the Fiscal 1999 MMR is the inclusion of a narrative chapter and indicator table for the City University of New York (CUNY). While addressing requests from key users for Report coverage of the CUNY system, this development also reflects the determination of the University’s leadership to make the system more accountable and to improve the availability of management information. The Fiscal 1999 MMR contains basic narrative and quantitative information on CUNY; this information will be expanded in future Reports. Two other format elements should be noted in the Fiscal 1999 MMR. First, agency Highlights and Achievements sections in Volume I are presented in the bullet format first adopted in the Preliminary Fiscal 1999 MMR, allowing a clear focus on critical information concerning ongoing programs, as well as full descriptions of new programs and policy directions. Second, an indicator table concerning the City’s coordinated Year 2000 program appears in the Citywide Indicators section of Volume II. These indicators document the completion or near completion of City agency efforts to ensure the continued smooth operation of automated systems. The Summary Volume also describes the City’s Year 2000 computer preparation program, as well as copntingency planning steps and commemorative events by which the City will mark the arrival of the year 2000. The format and content of the MMR have been revised during the current Administration to focus critical attention on agencies’ strategic plans, operational directions, and performance. New elements include goals and objectives outlined at the beginning of each agency narrative; programmatic indicator sections summarizing data from different agencies on broad service themes; greatly expanded use of graphic presentations, including long-term data comparisons; and many recently-introduced indicators focusing on direct service outcomes. In overseeing the development of the MMR, the Administration has participated in a productive interaction with key users of the Report, incorporating many new types of information in response to user requests and helping to raise the level of dialogue concerning effective assessment of City services. In particular, the City Council plays a substantial role in reviewing the Report and formulating recommendations. The Appendix to this Summary Volume lists changes to quantitative indicators which appear throughout the Fiscal 1999 Mayor’s Management Report. iii C ONTINUING D EVELOPMENT OF THE M AYOR’ S M ANAGEMENT R EPORT iv N EIGHBORHOOD Q UALITY O F L IFE The Administration’s best known achievement, and its most important legacy to the City, has been to improve the quality of life for citizens and neighborhoods. This section summarizes recent progress and ongoing initiatives in areas including public safety, traffic, street and roadway conditions, sanitation, parks and playgrounds, housing, and public health. PUBLIC SAFETY CRIME REDUCTION New York is the nation’s safest large city. In Calendar 1998 FBI Index Crimes fell by another nine percent, to a level ranked 166th out of 217 American cities with comparable data, and lower than any other city with a population of one million or more. The reduction in Index Crimes from 1993 to 1998 now totals 46 percent, compared with 11 percent for all other cities reporting these data. Reports of murder and non-negligent manslaughter fell to 633 in 1998, 18 percent below the previous year, and lower than at any time since 1963. While the FBI’s Index Crime data are reported only for full calendar years, trends in the first six months of 1999 can be examined using the City’s preliminary COMPSTAT statistics, which reflect State Penal Law Offenses. Total felonies in the seven major categories fell by ten percent from January-June 1998 to January-June 1999, and are down by 54 percent compared with the same months of 1993. This long- term comparison also shows that reports of forcible rape