DEPARTMENT OF CITYWIDE ADMINISTRATIVE SERVICES | Page 321
WHAT WE DO
The Department of Citywide
Administrative Services (DCAS)
provides value-added and effective
shared services to support the
operations of New York City
government. Its commitment
to equity, effectiveness and
sustainability guides its work with
City agencies on recruiting, hiring
and training employees; providing
facilities management for 55 public
buildings; acquiring, selling and
leasing City property; purchasing
more than $1 billion in supplies
and equipment each year; and
implementing energy conservation
and safety programs throughout the
City’s facilities and vehicle fleet.
FOCUS ON EQUITY
DCAS’s commitment to equity means ensuring that City government leads the way on having
a diverse and inclusive workplace and providing all New Yorkers with an opportunity to get
ahead. To reach this goal, during Fiscal 2020 DCAS participated in 206 career outreach events—
many of which were targeted towards underserved communities—and trained 235,231 City
employees on Equity and Inclusion topics. In its role leading procurement for the City, DCAS
also engaged Minority and Women-owned Business Enterprises (M/WBE) about City contracting
opportunities. DCAS participated in 19 M/WBE events during Fiscal 2020 and awarded $108.6
million in contracts to M/WBEs. DCAS also awarded 85 Innovative award methods totaling
$7.29 million to M/WBEs in Fiscal 2020. During COVID-19 DCAS was able to register 31
new M/WBE vendors to supply goods needed during this time. DCAS is the backbone of City
government and its focus on equity sets the tone for the work of all City agencies.
OUR SERVICES AND GOALS
SERVICE 1 Help City agencies fulfill their workforce needs.
Goal 1a Increase the public’s access to information about employment
opportunities in City government.
Goal 1b Ensure a competitive and diverse candidate pool for City
employment opportunities.
Goal 1c Ensure timely administration of civil service exams.
Goal 1d Provide a wide range of training opportunities.
SERVICE 2 Manage and operate City-owned office buildings.
Goal 2a Improve cleanliness and maintenance ratings for DCAS-managed
facilities.
Goal 2b Meet timeliness standards for maintenance service requests and
repair work.
Goal 2c Consolidate and reduce City office space.
SERVICE 3 Manage the City’s surplus real and personal property.
Goal 3a Maximize revenue from the sale of real property, surplus goods
and savings from the reallocation of usable surplus items.
SERVICE 4 Procure goods and select services for City agencies.
Goal 4a Maximize competition in the procurement process.
Goal 4b Use citywide buying power to achieve and maximize best value
for goods and services.
SERVICE 5 Manage energy use by City agencies.
Goal 5a Maximize citywide efforts to monitor and reduce energy use to
reach greenhouse gas reduction goals.
Goal 5b Reduce the energy-related carbon footprint of City buildings.
Goal 5c Increase the City’s renewable energy capacity.
SERVICE 6 Manage the City’s fleet and fuel resources.
Goal 6a Reduce fuel use and emissions.
Goal 6b Optimize fleet resources to meet agency needs.
Page 322 | MAYOR’S MANAGEMENT REPORT
HOW WE PERFORMED IN FISCAL 2020
SERVICE 1 Help City agencies fulfill their workforce needs.
Goal 1a Increase the public’s access to information about employment opportunities in City government.
The number of applications received for all DCAS civil service exams decreased six percent when compared to Fiscal 2019.
The decrease is attributed to a greater number of specialized exams open for filing during this period that attracted smaller
applicant pools, and the cancellation of 11 examinations in the last two quarters of the year due to the COVID-19 pandemic.
The closure of DCAS’s Computer-based Testing and Application Centers (CTACs) and the Customer Service window at 1
Centre Street during COVID-19, which are normally available to applicants to apply in person, may have also contributed
to the decrease in exam applications, although phone lines from the Customer Service window were forwarded to staff
members who were able to respond to calls. The number of employment applications received via NYC Jobs decreased 18
percent when compared to Fiscal 2019, which is directly attributed to a lower number of job openings during this time
period. The possible limited computer and internet availability for applicants during COVID-19 may have also contributed
to the decrease in exam and NYC Jobs applications during the last two quarters of the fiscal year.
DCAS continues to increase public access to information about employment opportunities in City government online
at NYC.gov/jobs and by posting annual civil service exam schedules and monthly application schedules on the DCAS
website. DCAS also partners with other City agencies and attends career fairs with community-based organizations and
educational institutions to provide information sessions to educate the public about careers in civil service. To continue
building a workforce pipeline for the City, in Fiscal 2020 DCAS attended 58 career and job fairs and provided 148 civil
service information sessions. DCAS targeted underserved, and under-represented groups at 62 career outreach events,
including 32 for persons with disabilities, 10 for veterans, seven for the Asian community, eight for the Hispanic community
and five for the LGBTQI+ community.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
Applications received for all DCAS civil service exams 83,016 177,033 109,276 83,399 78,442 * * Down *
Employment applications received via NYC Jobs 1,136,188 1,067,398 1,031,810 984,564 803,139 * * Down Up
« Critical Indicator “NA” Not Available ñò Directional Target * None
Goal 1b Ensure a competitive and diverse candidate pool for City employment opportunities.
The percentage of minority new hires at Mayoral agencies remained stable at approximately 78 percent. Female new hires
increased to 52.3 percent of all new hires in Fiscal 2020 from 47.5 percent in Fiscal 2019, the first time they accounted for more
than 50 percent in the last five years. There was an increase in female new hires in 44 percent of all titles where hires occurred.
DCAS continues to assist agencies in enhancing recruitment efforts that build a workforce reflecting the diverse City it serves.
DCAS develops the City’s future leadership by identifying and cultivating present talent. DCAS supports other agencies in
their review of trends in employee demographics by providing relevant and timely metrics to stakeholders on the status of its
equal employment opportunity (EEO) efforts; through quarterly demographic reports to agencies summarizing incumbents,
new hires, promotions, separations and under-representation by race/ethnicity and gender; and a biennial EEO-4 report to
the U.S. Equal Employment Opportunity Commission.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
« New hires - Asian/Pacific Islander (%) 7.5% 8.8% 8.5% 9.0% 9.3% * * Up *
« New hires - Black (%) 36.8% 41.6% 41.6% 41.5% 40.2% * * Neutral *
« New hires - Hispanic (%) 19.5% 21.5% 21.7% 22.2% 22.4% * * Up *
« New hires - Some other race (%) 13.3% 6.2% 7.4% 5.4% 6.3% * * Down *
« New hires - White (%) 23.0% 22.0% 20.7% 22.0% 21.8% * * Neutral *
« New hires - Female (%) 40.7% 47.0% 47.6% 47.5% 52.3% * * Up *
« New hires - Male (%) 59.3% 53.0% 52.4% 52.5% 47.7% * * Down *
« Critical Indicator “NA” Not Available ñò Directional Target * None
DEPARTMENT OF CITYWIDE ADMINISTRATIVE SERVICES | Page 323
Goal 1c Ensure timely administration of civil service exams.
DCAS exceeded its target for ’Civil service examinations open for filing by DCAS‘ despite the cancellation of 11 examinations
in the last two quarters of the year due to the suspension of various exam-related activities during the COVID-19 pandemic.
195 exams were open for filing in Fiscal 2020, a 51 percent increase from 129 in the previous year.
The median time from exam administration to exam results completion for DCAS-administered exams was 299 days in Fiscal
2020, slightly above the 290 day target and up 17 percent from the previous year. The increase is attributed to remaining
education and experience examinations administered prior to the launch of the online Education & Experience Exam (EEE)
in November 2019, which take longer to complete as they are manually rated as well as exams with a practical component
administered during the period, which take longer to assess due to the additional exam element. Additionally, the suspension
of various exam activities due to COVID-19 drove up the median time from administration to results. In Fiscal 2021, DCAS
plans to continue use of the online Education & Experience Exam (EEE), which streamlines and provides an automated
experience to submit and rate education and experience test parts and administer Qualified Incumbent Exams (QIEs), which
have a much shorter exam completion time because they are fully automated and automatically rated. However, DCAS
expects the median to remain close to or exceed the target as a result of the lingering effects to COVID-19. DCAS will also
continue to explore other solutions to ensure continued support of agencies in their hiring efforts and delivery of missioncritical services to New Yorkers, and to job-seekers interested in a career with the City of New York.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
« Civil service exams open for filing by DCAS 118 217 298 129 195 185 185 Up *
« Median time from exam administration to exam results
completion for DCAS-administered exams (days) 314 246 78 255 299 290 290 Neutral Down
« Critical Indicator “NA” Not Available ñò Directional Target * None
Goal 1d Provide a wide range of training opportunities.
DCAS exceeded all targets related to providing a wide range of training opportunities, despite recording decreases in
employees/participants trained in Citywide Managerial and Professional Development (CMPD) programs and Equity and
Inclusion. The 12 and 16 percent respective decreases in these two indicators from Fiscal 2019 are attributed to COVID-19
as in-person training was impacted in the last two quarters of the fiscal year. Additionally, the possible limited computer
availability for some employees during COVID-19 may have contributed to this decrease.
DCAS sponsored or supported over 1,184 training courses covering a wide array of topics and spanning seven portfolio
areas that include managerial, professional, technical and New York City-specific subject matter. This included various
trainings that were already available online or newly made available virtually during COVID-19.
In Fiscal 2021 DCAS will continue to provide training opportunities to City employees on a variety of mandated and
professional growth topics, develop equity and inclusion training and incorporate content into the broader training portfolio.
A special emphasis will be placed on exploring alternative training methods for employees who work remotely, as well as
seeking other avenues of free and/or affordable training.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
« Average rating for professional development training sessions (%) 90% 90% 92% 90% 91% 90% 90% Neutral Up
« City employees/participants trained in Managerial and
Professional Development programs 38,815 42,082 65,332 72,094 63,410 47,640 56,346 Up Up
City employees/participants trained in Equity and Inclusion 33,328 24,365 36,342 282,319 235,795 77,310 122,429 Up *
« Critical Indicator “NA” Not Available ñò Directional Target * None
Page 324 | MAYOR’S MANAGEMENT REPORT
SERVICE 2 Manage and operate City-owned office buildings.
Goal 2a Improve cleanliness and maintenance ratings for DCAS-managed facilities.
Due to COVID-19 and the closure of facilities, the ‘Average building cleanliness and condition rating for DCAS-managed
space (non-court)(%)’ indicator is not available because inspections were not conducted in Fiscal 2020.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
« Average building cleanliness and condition rating for DCASmanaged space (non-court) (%) 70% 70% 73% 72% NA 72% 72% NA Up
CORE customer experience rating of facilities (0-100) 100 97 94 NA 96 95 95 NA Up
« Critical Indicator “NA” Not Available ñò Directional Target * None
Goal 2b Meet timeliness standards for maintenance service requests and repair work.
The average time (in days) to complete in-house work orders for minor repairs decreased from 5.35 in Fiscal 2019 to 4.51
in Fiscal 2020, bringing DCAS under its target of 5 days. In Fiscal 2020 work orders completed within 30 days was 79
percent, surpassing the target of 75 percent.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
« Average time to complete in-house trade shop work orders
for minor repairs (days) 3.6 3.5 5.3 5.4 4.5 4.0 4.0 Up Down
« In-house trade shop work orders completed within 30 days
(%) 70% 64% 73% 80% 79% 75% 75% Up Up
« Critical Indicator “NA” Not Available ñò Directional Target * None
Goal 2c Consolidate and reduce City office space.
In Fiscal 2020 the City entered into, renewed or amended 24 leases occupying 1.8 million square feet of private space. 21.2
percent (383,675 square feet) of this year’s square footage is attributable to new leasing needs, 72.4 percent (1,309,855
square feet) to lease renewals and extensions and 6.4 percent (115,078 square feet) to lease amendments or expansions.
The number of leases entered into, renewed or amended in Fiscal 2020 was lower than each of the last five years. This
low number of new leases reflects the work that DCAS Real Estate’s Portfolio Planning and Management team has been
doing to vet and review agency requests for new space to ensure optimized and efficient space usage, including in existing
« Revenue generated from the sale of surplus goods ($000) $11,026 $9,216 $12,971 $11,424 $12,569 $10,050 $10,050 Up *
« – Revenue generated from auto auctions ($000) $9,770 $7,732 $10,878 $9,621 $11,587 $7,850 $7,850 Up *
Real estate auction bids received ($000) $12,990 $0 NA NA $0 * * NA *
« Critical Indicator “NA” Not Available ñò Directional Target * None
SERVICE 4 Procure goods and select services for City agencies.
Goal 4a Maximize competition in the procurement process.
As of March 2020, the City’s procurement rules were suspended due to COVID-19, affecting the ability to meet the target
set for the average number of bidders per bid. During the pandemic, DCAS, in partnership with the Mayor’s Office of
Contract Services (MOCS) fielded thousands of inquiries and offers from the global vendor community for personal protective
equipment (PPE) and other medical equipment. In order to efficiently process these inquiries and offers, MOCS and DCAS
developed an upfront vetting process to ensure that only the offers from reputable vendors who could provide PPE and
other medical equipment in a timely manner and at reasonable prices were explored further by the Office of Citywide
Procurement (OCP). Additionally, OCP leveraged existing relationships with current vendors, as well as previous bidders from
past solicitations, to establish a robust vendor pool from which to purchase PPE. In Fiscal 2021 DCAS’ approach to increase
vendor engagement will include previously successful strategies, as well as additional analysis of the vendor universe and
increased outreach to M/WBE businesses.
Mayoral agency spending on goods against DCAS master contracts decreased to 61 percent in Fiscal 2020, a seventeenpercentage point decrease, reflecting less use of consolidated DCAS master agreements for goods in comparison with
the prior years. This decrease was primarily due to two factors: a significant reduction in agency operations and the
implementation of emergency telecommuting policies due to COVID-19 and the emergency suspension of Procurement
Policy Board rules in March 2020 to facilitate expedited purchasing of PPE and other medical equipment to meet the City’s
needs.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
« Average number of bidders per bid 3.0 3.2 3.2 3.0 2.7 3.4 3.4 Down *
Mayoral agency spending on goods against DCAS master
contracts (%) 87% 87% 81% 88% 61% * * Down *
Mayoral agency spending on services against DCAS master
contracts (%) 15% 15% 21% 20% 21% * * Up *
« Critical Indicator “NA” Not Available ñò Directional Target * None
Page 326 | MAYOR’S MANAGEMENT REPORT
Goal 4b Use citywide buying power to achieve and maximize best value for goods and services.
The majority of DCAS purchases on behalf of City agencies in Fiscal 2020, and consistent with DCAS’ historic role in
procurement, were made through Citywide Requirements contracts totaling $1.2 billion. This represented a decrease of
one percent compared to Fiscal 2019. Included in that total were requisitions from the Central Storehouse catalog totaling
$24.3 million, resulting in a four percent increase compared to Fiscal 2019.
Fiscal 2020, however, was an unprecedented year. Due to the demand of COVID products and the nature of the market
as a result of the pandemic, City procurement rules were suspended by Executive Order in March 2020 to facilitate rapid
purchasing of PPE and medical products. Under suspension of these rules, DCAS served a critical function sourcing and
procuring approximately $1.2 billion in PPE and medical products from a large pool of vendors, including from vendors
who do not have an active DCAS Requirements Contract. Outside of the Citywide Requirements Contracts, DCAS paid
for $558.6 million in COVID-related products through independent contracts authorized by emergency declaration and
independent micro-purchase contracts. All COVID-related product delivered through the end of the Fiscal Year has been
directed to the DCAS Central Storehouse for distribution to medical facilities, City Agencies and other public entities.
The average number of days to fulfill agency requisitions decreased by 38 percent, from 13 days in Fiscal 2019 to eight
days in Fiscal 2020. Due to many rejections related to COVID-19 in Fiscal 2020, the value of cost avoidance increased
183 percent compared to Fiscal 2019. This increase was attributable to two major rejections totaling $3.5 million in cost
avoidance for KN95 masks, as well as a higher prevalence of non-compliant products found by quality assurance inspectors.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
Value of goods and services purchased ($000,000) $1,353 $1,504 $1,544 $1,249 $1,235 * * Down *
– Value of Central Storehouse requisitions ($000) $22,600 $22,410 $23,669 $23,410 $24,329 * * Neutral *
Average time to fulfill requisition (days) 13 9 11 13 8 * * Down Down
« Critical Indicator “NA” Not Available ñò Directional Target * None
Goal 5b Reduce the energy-related carbon footprint of City buildings.
With the passage of the Climate Mobilization Act (CMA) of 2019, City government operations, buildings and facilities
will reduce their overall emissions 40 percent by Fiscal 2025 and 50 percent by 2030 compared to a Fiscal 2006 baseline.
These are key milestones on the path to achieving citywide carbon neutrality by 2050 while showing City government’s
commitment to leading the fight against climate change impacts. In the past five years, DCAS has completed more than
3,100 energy efficiency retrofits in over 1,500 public facilities, resulting in expected greenhouse gas (GHG) reductions of
nearly 251,638 metric tons annually, the equivalent of taking more than 54,000 typical passenger vehicles off the road. In
Fiscal 2020 DCAS completed 472 energy efficiency retrofits that are expected to reduce GHG emissions by 28,894 metric
tons annually, equivalent to removing 6,000 cars from the road.
The prohibition on non-essential construction work due to COVID-19, as well as site access restrictions and facilities staff
shifting focus to critical operations, halted on-site work across DCAS’ programs, stopping the implementation of energy
efficiency projects, clean energy projects, energy efficient operations and maintenance measures and project measurement
and verification. Overall, the response to COVID-19 has resulted in the cancelation or postponement of over 160 projects
originally expected to be completed in Fiscal 2020. In their completed state, the projects were expected to result in GHG
reductions of over 30,000 MT annually. Without these postponements and cancellations, DCAS would have achieved
emission reductions close to 60,000 MT annually and would have surpassed both Fiscal 2020 and Fiscal 2021 targets.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
« Annual estimated reduction in greenhouse gas emissions
from all energy projects (metric tons) 17,280 49,692 36,675 45,105 28,894 40,000 48,000 Up *
« Cumulative estimated reduction in greenhouse gas emissions from all energy projects (metric tons) 91,272 140,964 177,639 222,744 251,638 237,677 285,677 Up Up
« Annual estimated avoided energy cost from all energy
Capital commitments ($000,000) $123.8 $76.0 $101.1 $145.6 $203.8 $547.4 $540.6 Up
¹Actual financial amounts for the current fiscal year are not yet final. Final fiscal year actuals, from the Comptroller’s Comprehensive Annual Financial Report, will be reported
in the next PMMR. Refer to the “Indicator Definitions” at nyc.gov/mmr for details. ²Authorized Budget Level ³Expenditures include all funds “NA” - Not
Available * None
Page 330 | MAYOR’S MANAGEMENT REPORT
SPENDING AND BUDGET INFORMATION
Where possible, the relationship between an agency’s goals and its expenditures and planned resources, by budgetary unit
of appropriation (UA), is shown in the ‘Applicable MMR Goals’ column. Each relationship is not necessarily exhaustive or
exclusive. Any one goal may be connected to multiple UAs, and any UA may be connected to multiple goals.
Unit of Appropriation
Expenditures
FY19¹
($000,000)
Modified Budget
FY20²
($000,000) Applicable MMR Goals³
Personal Services - Total $207.4 $228.4
001 - Human Capital $26.4 $28.7 1a, 1b, 1c, 1d
005 - Board of Standards and Appeals $2.3 $2.5 *
100 - Executive and Operations Support $27.9 $35.1 All
200 - Division of Administration and Security $15.2 $17.3 All
¹Comprehensive Annual Financial Report (CAFR) for the Fiscal Year ended June 30, 2019. Includes all funds. ²City of New York Adopted Budget for Fiscal 2020, as of June
Includes all funds. ³Refer to agency goals listed at front of chapter. “NA” Not Available * None
DEPARTMENT OF CITYWIDE ADMINISTRATIVE SERVICES | Page 331
NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS !
• The definitions for ’Applications received for all DCAS civil service exams‘ and ’Employment applications received via
NYC Jobs‘ indicators were updated to reflect completed applications only. As a result, fiscal year data spanning 2016
to 2019 were revised for both indicators to exclude the number of applications in draft status.
• The Fiscal 2019 new hire actuals were revised due to a technical issue identified in the source system for this data.
• The indicator name ’Civil service exams administered by DCAS on schedule‘ was revised to ’Civil service examinations
open for filing by DCAS‘. As a result, the previous fiscal year data was also revised to include only the exams open
for filing during the fiscal year and not exams administered because administration could occur during the current or
subsequent fiscal year.
• Data for the indicators ‘Average wait time to speak with a customer service agent (minutes)’ and ‘Average building
cleanliness and condition rating for DCAS-managed space (non-court) (%)’ are not available for Fiscal 2020. DCAS
was unable to conduct the two surveys that collect this data due to COVID-19.
ADDITIONAL RESOURCES
For additional information go to:
• EEO-4 reports to the U.S. Equal Employment Opportunity Commission and Workforce Profile Report: