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MMR - FY20 - COVID-19 Response

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  • Parent Document:: Mayor's Management Report - Fiscal Year 2020
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      • COVID-19 RESPONSE
      • New York City was one of the first American cities struck by COVID-19, and among the
      • hardest hit, becoming an epicenter for the nation. But New York City, primarily due to the
      • resolve and ingenuity of everyday New Yorkers, showed the way forward in responding to
      • and addressing this enormous international health, economic, and humanitarian crisis. The
      • city rapidly implemented a comprehensive mobilization of personnel and resources, including
      • an unprecedented health response predicated on science and data; the overnight creation of
      • new programs to combat hunger at scale; the procurement and distribution of 100 million
      • pieces of Personal Protective Equipment (PPE) to frontline workers; the adaptive use of
      • technology to maintain critical services; the redeployment of thousands of City workers to
      • tackle emergent issues such as social distancing compliance; and the creative use of streets
      • and sidewalks for recreation, travel, and commerce.
      • New York City monitored the evolving science around COVID-19 and continuously expanded
      • the key, vital aspects of social distancing, testing, and contact tracing throughout the City. It
      • deployed a wide array of public health measures, including education and critical outreach
      • campaigns; distribution of vital supplies such as masks; placement of large numbers of testing
      • sites throughout the city; mobilization of contact tracers and take care ambassadors; and
      • constant response and recovery programs. As a result of programs like these and the diligent
      • response of more than 8 million New Yorkers, the City has gone from its initial high infection
      • rates to its current low levels of infection and transmission (among the lowest in the country).
      • In April 2020, the City also launched the Racial Inclusion and Equity Taskforce in response
      • to the disproportionate impact of COVID-19 on communities of color. The taskforce has
      • monitored response in affected neighborhoods and among vulnerable populations. It has also
      • identified key disparities through analysis and dialogue with affected communities. The City
      • also conducted outreach and engagement through 10 Sector Advisory Councils, convening
      • experts in such fields as labor and small business to inform the City’s response.
      • This chapter provides a summary of the City’s COVID-19 response through the MMR reporting
      • period of June 30, 2020. It cannot capture the rapid and complex nature of the efforts, but
      • it lays out key aspects of the City’s response.
      • FRONT LINE HEALTH RESPONSE
      • The City’s Department of Health and Mental Hygiene (DOHMH) and NYC Health + Hospitals
      • (NYC H+H) have a long history of combatting infectious diseases and preparing for emergent
      • health threats. COVID-19 exceeded all modern-day epidemics on a global scale and tested every
      • facet of our health care system, from post-acute care to ambulatory care to the bed capacity
      • of our 11 acute care hospitals. The City rapidly expanded the bed and staffing capacity of
      • its public hospitals, including the creation of new field hospitals; surged critical supplies and
      • resources to the city’s other hospitals and nursing homes; and activated and expanded new
      • technologies such as telemedicine services.
      • Starting in February, DOHMH conducted disease surveillance efforts and the epidemiologic
      • investigation to inform response operations and decision-making, including how different
      • age groups, racial demographics, neighborhoods and communities are all experiencing this
      • public health emergency. DOHMH distributed over 1 million face masks to nursing homes
      • Page 4 | MAYOR’S MANAGEMENT REPORT
      • from its emergency response warehouse and began
      • filling orders for face masks from hospitals and other
      • healthcare facilities. In March, DOHMH began to receive
      • PPE and other supplies from the federal Strategic
      • National Stockpile, New York State, and other sources
      • and made weekly “push” deliveries of PPE to every
      • hospital and nursing home in New York City. Through
      • June 30, 2020, more than 98 million pieces of PPE
      • were provided to hospitals, nursing homes, and other
      • healthcare providers across the City. In the last week of
      • March, DOHMH delivered over 3,100 ventilators, which
      • it received from State and federal stockpiles, to New
      • York City hospitals.
      • In early March, NYC H+H stood up a clinician-led
      • COVID-19 hotline that allowed New Yorkers to call
      • with their COVID-19 health concerns and receive
      • expert guidance. At its peak, the hotline received over
      • 5,000 calls a day. In addition, NYC H+H aggressively
      • scaled up telemedicine services, going from just 500
      • virtual visits in the month prior to the COVID-19 pandemic, to nearly 57,000 in the first three weeks of the pandemic—
      • and a total of over 289,000 televisits by the end of June.
      • COVID-19 created patient loads well beyond our health care system’s baseline capacities, especially in intensive care
      • units (ICUs). NYC H+H’s facilities quickly re-organized and transformed spaces into COVID-19 critical care units, which
      • included increasing the number of intensive care beds. NYC H+H was able to triple overall ICU capacity. It also stood up
      • a 350-bed field hospital, Roosevelt Island Medical Center, equipped and staffed within three weeks, that accepted over
      • 600 patients. Activating its waterfront properties, the New York City Economic Development Corporation (NYCEDC)
      • conducted dredging to prepare Pier 90 for the arrival of the USNS Comfort hospital ship while simultaneously converting
      • its space at Brooklyn Cruise Terminal to a 1,000-bed temporary hospital. In a collaborative effort to help New York
      • City health care facilities mitigate staffing shortages, DOHMH provided health care workers through the NYC Medical
      • Reserve Corps, comprised of over 2,000 medical professionals mobilized in response to the public health emergency.
      • DOHMH also implemented a liaison program with assigned points of contact, who reached out daily to the city’s
      • nursing homes and independent hospitals. Requests were collected for general guidance on City and state policies,
      • PPE needs, and staffing support. The City also constantly communicated and partnered to support its broader health
      • care and hospital networks.
      • Although the City’s emergency life-saving measures were robust, as outlined above, COVID-19 tragically represents
      • the largest mass fatality incident in modern NYC history. Drawing from expertise developed post-9/11, the NYC Office
      • of the Chief Medical Examiner (OCME) led the City’s response to the unprecedented number of deaths by conducting
      • medico-legal investigations as well as serving as the City’s mortuary. OCME partnered with NYC Emergency Management
      • (NYCEM) to help 135 NYC hospitals expand and manage their own morgue capacity, creating temporary morgue
      • capacity in healthcare facilities throughout the City. OCME also rapidly established four portable mortuary units in
      • Manhattan, Queens, and Brooklyn, to ensure dignified and respectful treatment of the deceased.
      • The City has taken unprecedented measures to protect New Yorkers, including our heroic frontline workers at private
      • and public healthcare facilities, from the spread of COVID-19. Through June 30, 2020, more than 98 million pieces of
      • PPE and more than 3,300 contracted and volunteer staff were provided to hospitals, nursing homes, and other care
      • facilities throughout the city. As it became clear that such supplies were not readily available, the City through NYCEDC
      • undertook an unprecedented effort to coordinate, partner with, and drive approximately 70 local manufacturers to stand
      • up local supply chains from scratch to produce and distribute critical medical supplies. Through June, these partnerships
      • resulted in the local production of over 3.6 million medical gowns, 4.7 million face shields, 190,000 test kits, and 1,330
      • bridge ventilators. Beyond providing much needed medical equipment, local production of this equipment supported
      • nearly 3,000 jobs in the City while strengthening our emergency preparedness.
      • COLLABORATING TO DELIVER RESULTS: COVID-19 | Page 5
      • TEST AND TRACE
      • On June 1, the City announced universal testing for all New Yorkers and launched the NYC Test & Trace Corps to
      • reduce the spread of COVID-19. Since the first days of the pandemic, the City has sought to expand testing capacity
      • throughout the City, by partnering not only with national reference labs, but also local ones. The City has pursued
      • strategic private, community, and non-profit partnerships, while constantly encouraging and pursuing new innovations
      • in testing. As a result, the City now has capacity to perform more than 50,000 tests per day, a considerable increase
      • from the initial days, when its capacity was just a few hundred tests per day. The City has continued to ramp up its
      • citywide testing capacity at community testing sites operated by NYC H+H and through a wide, diverse network of
      • other private and community partners. It has brought more than 200 new walk-in sites on line, spread across the five
      • boroughs, to ensure that testing is available in the hardest hit neighborhoods, communities of color, and places that
      • continue to experience periodic spikes of COVID-19. In addition, NYCEDC properties, NYC Parks recreation centers,
      • and several libraries were converted into sites for COVID-19 testing.
      • NYC H+H leads the NYC Test & Trace Corps in close collaboration with DOHMH. Through Test & Trace Corps, New
      • Yorkers receive free, safe, and confidential testing for COVID-19. The program emphasizes the core tenets of combating
      • COVID-19: testing as many people as possible and tracing the contacts of those who are identified as positive. The
      • NYC Test & Trace Corps manages COVID-19 by identifying early, and limiting future contacts of, anyone infected with
      • the virus. It ensures that anyone with the virus receives care and can safely isolate to prevent the spread. Through
      • the Take Care initiative, the NYC Test & Trace Corps connects COVID-19 positive patients to care and help them stay
      • isolated at home, in a hotel, or at a healthcare facility if necessary. Contact tracers manage a process to determine if
      • individuals who test positive need medical attention, offer services to patients at home or in hotels (including meals
      • and medications), and create lists of everyone patients have had contact with since the onset of symptoms. By the end
      • of June, the City’s Test & Trace Corps reached 86 percent of total cases in the City. The program has continued to grow
      • and is now reaching 96 percent of COVID-19 cases citywide.
      • EDUCATION
      • New York City made the difficult decision to close school buildings for in-person instruction beginning on March 16,
        1. At the same time, it provided innovative new resources at scale to students, parents, and teachers. These included
      • remote learning, free meals, and other support services for 1.1 million public school students.
      • To ensure that all students were connected and able to learn from home through the end of June, the City distributed
      • over 310,000 internet-enabled iPads to students. To support the families of first responders, health care providers,
      • transit workers, and other frontline workers, the City created 178 Regional Enrichment Centers across all five boroughs
      • that care for children while their parents served the City in its time of need. In addition, the City provided free meals
      • to all New Yorkers at Meal Hubs across the city.
      • The 2020–2021 school year began on September 16 for remote student-teacher orientation. The City is also preparing
      • to reopen physical schools, making it the largest school system in the nation to do so.
      • SAFEGUARDING OUR MOST VULNERABLE
      • During the pandemic, food insecurity rose dramatically as the economy was put on hold, schools closed, and hundreds of
      • thousands of residents lost their jobs. To meet these challenges, the City launched large-scale, multi-language education
      • and support programs to reach all New Yorkers, particularly our most vulnerable and hardest-hit populations. Public
      • education and awareness efforts included targeted robocalls, live calls from outreach staff to vulnerable seniors, and
      • targeted text messages via NotifyNYC. The City also expanded its wellness call program to all seniors and vulnerable
      • residents in the New York City Housing Authority (NYCHA) with the goal to check on residents’ health and well-being
      • and connect them to basic necessities such as medicine and food.
      • Page 6 | MAYOR’S MANAGEMENT REPORT
      • ESTABLISHING FOOD SECURITY
      • New York City has also taken bold and effective steps to make sure every New Yorker has access to the food they need
      • during the crisis, regardless of age, disability, income, race or ethnicity, neighborhood, immigration and citizenship status,
      • medical risk and underlying health conditions, dietary restrictions, employment status, housing status, or eligibility for
      • federal assistance. In March, Mayor de Blasio appointed a City Food Czar to create and operationalize a cross-agency
      • effort to feed hungry New Yorkers and ensure a secure food supply chain. As a result, the City launched the Feeding New
      • York Plan and the GetFood NYC Program, which served more than 130 million free meals through the home delivery
      • programs and DOE Meal Hubs at over 500 sites across the City. The City also invested $25 million in direct assistance to
      • support emergency food providers—pantries and soup kitchens—that experienced increases in demand and costs, and
      • established a Food Reserve to bolster our capacity to support this network in the future. In addition to support from the
      • Department for the Aging, the Department of Education, the Department of Youth and Community Development, the
      • Department of Information Technology and Telecommunication, and the Department of Parks and Recreation, the Taxi
      • and Limousine Commission hired 9,000 TLC-licensed drivers who worked nearly 37,000 shifts to deliver more than 60
      • million meals directly to New Yorkers’ homes. In order to publicize these programs, the City conducted outreach in 11
      • languages, reassigned staff to manage increased virtual and remote interviews for enrollment in federal food assistance
      • programs, and made robocalls to more than 400,000 senior citizens throughout the five boroughs.
      • ENSURING ACCESS TO MENTAL HEALTH
      • The COVID-19 pandemic has profoundly affected the mental health of New Yorkers. To ensure that services continued to
      • reach people who need care, nearly all of Thrive NYC’s 30 programs continued to deliver services during the pandemic.
      • Many programs—specifically those that reach New Yorkers with the highest need and those that strengthen crisis
      • prevention and response—continued to provide in-person services, including in over 100 shelters for families with
      • children, over 40 runaway and homeless youth residences and drop-in centers, and at 46 high-need sites within the
      • NYC Health + Hospitals system. Mobile treatment teams continued to provide intensive, ongoing, community-based
      • treatment to people with serious mental illness, many of whom are experiencing homelessness. Students in high-need
      • schools and students enrolled in school-based mental health clinics continued to receive counseling remotely, and
      • School Response Clinicians offered wellness check-in calls and individual mental health sessions remotely to students
      • in emotional distress or crisis. Furthermore NYC Well, the City’s comprehensive mental health helpline, responded to
      • an increased need: the service answered 17 percent more calls in May 2020 than in May 2019.
      • During the COVID-19 pandemic, ThriveNYC also
      • launched new engagement strategies to eliminate
      • barriers to care for particularly high-need populations.
      • For example, to reach veterans during the pandemic,
      • ThriveNYC and the Department of Veterans’ Services
      • launched Mission: Vet Check, in which volunteers
      • were trained to make supportive check-in calls to
      • veterans. Over 12,800 calls to veterans were made
      • resulting in over 300 referrals for additional help
      • with issues like food assistance, unemployment, and
      • COVID-19 testing information.
      • ENGAGING SENIORS
      • In addition to ensuring that certain traditional
      • essential services to home-bound seniors, including
      • meal delivery and case management, remained
      • seamless, the Department for the Aging (DFTA) and
      • its partners quickly worked to transition many of
      • the services that older New Yorkers came to rely on,
      • especially those provided in congregate settings, to services that could be accessible at home. Before and through the
      • pandemic, DFTA served 170,994 senior center participants. Key areas of focus during the pandemic for senior center
      • participants, and for all older New Yorkers and their caregivers, included social engagement, virtual programming,
      • social isolation-related outreach and services, meals, support groups, assessment, and linkage and referral to essential
      • resources.
      • COLLABORATING TO DELIVER RESULTS: COVID-19 | Page 7
      • In May, the COVID-19 Heat Wave Plan was announced to keep vulnerable New Yorkers cool and safe at home, create
      • safer summer cooling options, and prevent and respond to power outages. The City created a $55 million program
      • to provide over 74,000 air conditioners to New Yorkers who were 60 years old and older and had income below 60
      • percent of the state median income, and did not have air conditioning at home. The Get Cool NYC program addressed
      • the higher risk for indoor heat exposure for New Yorkers due to staying inside for social distancing, especially among
      • those most at risk of COVID-19 complications. By mid-June, the City had reached out to over 180,000 low-income
      • seniors. In the first few weeks of the program, the City installed eight times as many air conditioners as it did in all of
      • last year under the Home Energy Assistance Program.
      • In a multipronged approach to combat social isolation among older New Yorkers, DFTA network reached 145,596
      • older New Yorkers through 904,442 social engagement calls and 100,827 clients through additional wellness calls. This
      • effort was conducted by DFTA and provider staff, supported by over 1,000 volunteers. DFTA transitioned its Friendly
      • Visiting program, which matches homebound older adults with volunteers who do weekly in-person visits, to a remote
      • program. In June, DFTA launched a social isolation media campaign to raise public awareness about the problem of
      • social isolation among seniors, with audio and visual media in English, Spanish, Russian, and Chinese. More than 200
      • New Yorkers signed up as Friendly Visiting volunteers during the media campaign in June.
      • PROTECTING TENANTS
      • At the outset of the crisis, the Human Resources Administration (HRA) and the Mayor’s Office to Protect Tenants (MOPT)
      • worked together to initiate a wide-ranging tenant engagement strategy to inform tenants of the risks posed by the virus
      • and to keep New Yorkers in their homes while much of the City’s economy was put into lockdown. This campaign was
      • accomplished through the wide distribution of up-to-date fact sheets to tenants and by consistently posting the latest
      • public health guidance online. HRA designated eligibility specialists and case managers as essential workers, ensuring
      • that social services “first responders” remained on-hand to assist New Yorkers in need. In late March, HRA initiated
      • an emergency process for all eligible New Yorkers—including those not already receiving public assistance—to apply
      • for public assistance and rent and utility grants and arrears online through the ACCESSHRA benefits portal. In April,
      • MOTP, the Public Engagement Unit, HRA, and 311 launched the Tenant Helpline, a fully language-accessible legal
      • services and case management referral hub available to all NYC tenants regardless of income or immigration status.
      • This helped New Yorkers navigate housing insecurity created and exacerbated by the pandemic. Working with the
      • Department of Buildings, MOPT initiated the Three Quarter-House (TQH) PPE program, which distributed PPE to single
      • adults receiving public assistance and living in City-monitored TQH housing. In May, MOPT and HRA launched Project
      • Parachute/Homebase, a housing assistance collaboration with Enterprise, a community non-profit organization, and
      • the Mayor’s Office of Immigrant Affairs, to translate Notices of Eviction into a variety of languages. These initiatives
      • helped to ensure that tenants knew their rights, had the resources necessary to avoid eviction, and were able to stay
      • in their homes regardless of immigration status.
      • In public housing, NYCHA took proactive steps to ensure the safety and well-being of the 400,000 New Yorkers
      • residing in NYCHA properties. From the beginning of the crisis through the end of Fiscal 2020, NYCHA staff delivered
      • approximately 2.35 million communications to residents and other stakeholders in the form of phone calls, robocalls, and
      • emails advising about the risks of the virus and measures to prevent its spread. NYCHA launched a COVID-19 resource
      • website and posted safety posters translated into Spanish, Chinese, and Russian at all 316 NYCHA developments.
      • Working with Tenant Associations, NYCHA staff helped mobilize federal Housing and Urban Development Tenant
      • Participation funds to cover the distribution of free meals in coordination with New York City’s GetFoodNYC program,
      • related transportation, face coverings and PPE, and other supplies for tenants. NYCHA deployed targeted outreach
      • programs for its most vulnerable residents, including those with active social service cases, those with life-sustaining
      • equipment, and seniors. NYCHA also took special precautions and preventative actions to ensure that the physical state
      • of its facilities was in compliance with public health guidance to keep residents safe, including deploying two vendors
      • to provide regular disinfection services at developments citywide.
      • SERVING homeless NEW YORKERS
      • The Department of Homeless Services (DHS) and its not-for-profit partners delivered essential, front-line social services,
      • providing shelter and expanding outreach to New Yorkers experiencing street homelessness and offering temporary
      • housing to all those in need. DHS worked closely with public health officials to develop a multi-pronged approach
      • for implementing City guidance on isolation and disease mitigation. In keeping with DOHMH guidance, DHS ensured
      • Page 8 | MAYOR’S MANAGEMENT REPORT
      • that all shelters were regularly and comprehensively cleaned; implemented an active monitoring system for clients and
      • staff who had experienced (or were experiencing) symptoms; and coordinated closely with DOHMH and NYC H+H
      • staff to provide care for the sick. To protect its most vulnerable clients—including those over 70 years of age who were
      • neither sick nor symptomatic—DHS made special accommodations in dedicated shelters in its system for residents to
      • isolate. To inhibit the virus’s spread, DHS strategically relocated clients out of larger shelters with congregate settings
      • to commercial hotels, which were able to provide greater social distancing for the clients who were relocated and
      • protected the residents of the targeted shelters from which they relocated.
      • All front-line DHS and HRA staff were provided with essential PPE such as masks and other face coverings, and DHS
      • distributed the same resources to clients. As a further safety measure, DHS coordinated with NYC H+H to contract
      • or hire new nursing staff at all intake centers to conduct 24/7 front-door screenings, on top of their intake centers’
      • existing medical clinic capacity, and ensured 24/7 clinical staffing at all isolation locations as well. DHS is also proactively
      • offering testing to all adult clients, systematically going shelter-by-shelter to provide easy-to-access, free testing on-site.
      • The DHS HOME-STAT program conveyed the City’s latest guidance to social service provider partners and directly to
      • clients experiencing unsheltered homelessness. DHS rolled out a screening process to hundreds of street outreach, Safe
      • Haven, and Drop-In Center staff to identify unsheltered individuals who may be experiencing possible symptoms and
      • connect them to testing and assessment at NYC H+H. As of August 18, outreach teams have conducted more than
      • 53,000 engagements related to COVID-19.
      • DHS also brought new resources online to serve unsheltered New Yorkers, including hundreds of new Safe Haven and
      • stabilization beds, several in commercial hotel locations. DHS intensified outreach efforts at high-priority, end-of-theline subway stations and gave outreach teams the ability to conduct expedited intake processes with clients directly on
      • the platform to bring more unsheltered New Yorkers out of the subways amid the COVID-19 crisis.
      • SUPPORTING SMALL BUSINESSES
      • To support small businesses during the crisis, the Department of Small Business Services (SBS) quickly established
      • financing programs including the Small Business Continuity Loan and Employee Retention Grant program. SBS helped
      • small businesses obtain 4,750 financing awards totaling $122.6 million—triple the number of awards and a 60 percent
      • increase in funding compared to the prior fiscal year.
      • In June, SBS established its Business Restart Hotline, which allows business owners to reach out for assistance and
      • information on how to reopen safely. The Hotline received over 19,616 calls in Fiscal 2020. The Workforce1 Career Center
      • System pivoted to remote service delivery, focusing on connections to jobs for essential work and on training. Over 400
      • New Yorkers participated in trainings made available online. As of June 30, SBS had distributed more than 5.1 million
      • face coverings to small businesses through its network of Business Improvement Districts (BIDs), Chambers of Commerce,
      • and other community partners.
      • NYCEDC assisted small businesses across the City and worked to maximize their access to federal support programs.
      • NYCEDC provided information about applying to Small Business Administration programs to over 5,700 companies and
      • provided direct application assistance to more than 300 small businesses. NYCEDC also developed partnerships with
      • small banks and community development financial institutions, through which over 60 local businesses successfully
      • submitted loan applications.
      • In June, the Racial Inclusion and Equity Taskforce announced the creation of the Restaurant Revitalization Program.
      • Implemented by NYC Opportunity and HRA, and supported by the Mayor’s Fund, the program will support unemployed
      • and underemployed restaurant workers affected by COVID-19 and their employers, with a focus on New York City’s
      • hardest-hit communities. This program aims to partner with restaurants committed to paying a full minimum wage
      • to its workers, with tips on top; increasing race and gender equity; and making their meals accessible to vulnerable
      • community members, including those who are food insecure, essential workers, or others who are facing challenges
      • in a time of need. Collectively, the City and the advocacy group One Fair Wage will direct $3 million into some of the
      • City’s hardest-hit communities to support approximately 100 restaurants and 1,000 displaced restaurant workers, as
      • well as providing hard-hit communities with approximately 53,000 meals over 6 to 12 weeks.
      • COLLABORATING TO DELIVER RESULTS: COVID-19 | Page 9
      • ACCESS TO OPEN SPACE
      • Warmer weather brought new challenges to the fight against COVID-19. In April, the City announced its Open Streets
      • initiative to allow New Yorkers to safely experience summer in New York City. Open Streets are streets that are closed
      • to through traffic and only accessible for local access, allowing pedestrians and cyclists to use the roadbed for socially
      • distant recreation. Open Streets locations were selected through community engagement and data analysis to include
      • neighborhoods that lack open space and were hard hit by COVID-19. The program includes streets managed by local
      • precincts or local partners such as BIDs, block associations, and civic groups. By June 2020, 64 miles of Open Streets
      • had been announced across all five boroughs, among which were blocks in some of the City’s most impacted areas,
      • such as Stanley Avenue in East New York, Rockaway Freeway in Far Rockaway, and 101st Street in East Harlem. The
      • Open Restaurants outdoor dining plan was announced in June 2020, allowing restaurants to temporarily use open
      • space on sidewalks and curbsides. The program has supported the City’s restaurants by eliminating a cumbersome
      • application process while promoting social distancing. Open Streets and Open Restaurants will continue in New York
      • City until October 31 and will begin again summer 2021.
      • In March, the Department of Parks and Recreation created the Social Distancing Ambassador program to encourage
      • communities to follow social distancing guidelines and stay safe during the COVID-19 pandemic. In May 2020, the
      • Social Distancing Ambassador program was expanded by the Mayor’s Office. In coordination with 14 agencies, City
      • employees were deployed throughout City parks to monitor adherence to social distancing guidelines and to educate
      • residents about the importance of social distancing through the distribution of literature and face coverings. In addition,
      • approximately 800 school safety agents were deployed to subway stations throughout the five boroughs to also
      • educate New Yorkers about social distancing and distribute face coverings. From May 1 to the end of Fiscal Year
      • 2020, over 2,200 Social Distancing Ambassadors from the Department of Parks and Recreation, the Department of
      • Environmental Protection, the Office of Administrative Trials and Hearings, the Law Department, the Department of
      • Design and Construction, the Department of Housing Preservation and Development, the Department of Health and
      • Mental Hygiene, the Department of Correction, the Department of Citywide Administrative Services, the Department
      • of Citywide Planning, the Department of Buildings, the NYC Sheriff’s Office, the Department of Sanitation, and the Fire
      • Department interacted with over 100,000 members of the public and distributed more than 3.3 million face coverings
      • in City parks.
      • ADDITIONAL RESOURCES
      • For additional information on items referenced in the narrative, go to:
      • • Department of Health and Mental Hygiene COVID-19 Information page:
      • https://www1.nyc.gov/site/doh/covid/covid-19-main.page
      • • COVID-19 Assistance & Guidance for Businesses:
      • https://www1.nyc.gov/site/sbs/businesses/covid19-business-outreach.page
      • • 311 COVID-19 Health & Safety:
      • https://portal.311.nyc.gov/article/?kanumber=KA-03288
      • • NYC COVID-19 Engagement Portal:
      • https://www1.nyc.gov/site/doitt/about/covid-19/engagement-portal.page
      • • NYC Open Data Portal:
      • https://opendata.cityofnewyork.us/
      • • Test & Trace Corps:
      • https://www.nychealthandhospitals.org/test-and-trace/?notification
      • • COVID-19 Testing Sites:
      • https://www.nychealthandhospitals.org/covid-19-testing-sites/?redirect¬ification
      • Page 10 | MAYOR’S MANAGEMENT REPORT
MMR - FY20 - COVID-19 Response