« Violent incidents among individuals in custody (monthly rate
per 1,000 ADP) 47.8 55.2 55.9 68.9 80.1 ò ò Up Down
« Serious injury to individuals in custody as a result of violent
incidents among individuals in custody (monthly rate per 1,000
ADP) 2.5 2.7 2.0 2.5 9.6 ò ò Up Down
« Assault on staff by individual in custody (monthly rate per
1,000 ADP) 7.9 8.4 9.2 12.5 15.8 ò ò Up Down
« Serious injury to staff as a result of assault on staff by individual in custody (monthly rate per 1,000 ADP) 0.20 0.24 0.42 0.49 0.65 ò ò Up Down
« Escapes 0 0 1 1 2 ò ò Up Down
« Non-natural deaths of individuals in custody 2 1 1 2 0 ò ò Down Down
Stabbings and Slashings 131 165 96 106 123 * * Down Down
« Critical Indicator “NA” Not Available ñò Directional Target * None
Goal 1b Ensure that use of force is authorized and appropriate.
The Department remains dedicated to ensuring that use of force is used only in circumstances where it is authorized and
appropriate. Due to the historic population reduction seen over the last fiscal year, the Department has seen notable
changes in the composition of the population in custody, with a higher concentration of individuals with higher charges
and more challenging management needs. Coupled with a smaller overall population, these trends have likely impacted
the overall use of force rates contained in this section. However, it is important to note that total incidents of use of force
increased minimally, by just 2 percent, between Fiscal 2019 and Fiscal 2020. Given the challenges the Department faces
with a changing population that has more violent charges and is of a higher security risk, this limited increase is significant
as compared to the increase of 28.9 percent from the previous year. Incidents and allegations of use of force have likewise
decreased between Fiscal 2019 and Fiscal 2020 and notably, incidents that result in no injury comprise a larger share of all
use of force incidents in this past year. In addition, over the last quarter, the Department has seen a decrease in monthly
UOF incidents, with notable decreases in April and sustained declines through the summer. This is a positive trend resulting
from ongoing training on culture change and monitoring to ensure staff is using the appropriate amount of force.
The Department continues to reinforce its use of force policy, developed in 2016, through a variety of initiatives including
additional trainings, mentorship programs, and evaluation by the Investigation Division. At the same time, the Department
continues its efforts to reduce unnecessary use of force and the situations that may give rise to force. Over this reporting
period this has included the introduction of an all-new training program known as Outward Mindset that seeks meaningful
culture change through connecting facility safety with a human approach to jail management. Through this shift towards
an outward mindset, staff will be supported in conduct and engagement that does not generate situations that necessitate
the use of force, which will in turn create an environment where force as a path towards compliance and safety is needed
less frequently. The Department began training in January, and after a pause due to COVID, has resumed training on a
Page 74 | MAYOR’S MANAGEMENT REPORT
modified schedule. Once fully implemented, these efforts will be complemented by a wide array of initiatives being designed
in concert with the Nunez Monitor to further reduce unnecessary force. This includes improvements to the incentives and
rewards system for young people in custody, further commitment to best correctional practices such as steady staffing,
re-evaluation of incident response policies, and more robust supervisory support of captains in their everyday work. The
Department is working to implement these solutions in the coming months and believes they will further the broader goals
contained in this section.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
Incidents of use of force - total 4,756 4,673 5,175 6,670 6,806 * * Up Down
« Department use of force incidents with serious injury (rate per
1,000 ADP) 0.68 0.75 1.52 1.56 2.63 ò ò Up Down
Department use of force incidents with minor injury (rate per
1,000 ADP) 15.41 14.75 17.43 19.51 17.79 * * Up Down
Department use of force incidents with no injury (rate per 1,000
ADP) 24.43 25.47 29.57 49.03 77.95 * * Up Down
Incidents and allegations of use of force 5,269 5,070 5,589 7,064 7,047 * * Up Down
« Critical Indicator “NA” Not Available ñò Directional Target * None
Goal 1c Provide individuals in custody with timely access to health services.
With its CHS partners, the Department continues to prioritize providing individuals in its custody with the best medical care
possible. During Fiscal 2020, the Department facilitated over 52,000 visits to the clinic. The Department’s effort to increase
access to healthcare is further evidenced by the average clinic wait time decreasing nearly 6 percent since Fiscal 2019, to
an average of 17 minutes. As the proportion of the Department’s population with a mental health diagnosis increases, up
to 46 percent in Fiscal 2020, access to these services is critical. The Department works closely with CHS to immediately
identify who needs medical care and responds to their specific needs accordingly.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
Individuals in custody with a mental health diagnosis (% ADP) 42% 42% 43% 45% 46% * * Up *
Individuals in custody with a serious mental health diagnosis (%
ADP) 11.0% 10.3% 14.3% 16.8% 14.8% * * Up *
Individual in custody health clinic visits 78,499 79,844 76,856 81,405 52,146 * * Down *
« – Average clinic waiting time (minutes) 28 22 21 18 17 ò ò Down Down
« Critical Indicator “NA” Not Available ñò Directional Target * None
Goal 1d Maximize bed capacity and address cell maintenance and repairs in a timely manner.
Due to legislative changes and the release of high-risk vulnerable individuals due to COVID-19, the Department’s population
continues to decline. As a result, the percentage of open beds that incarcerated individuals occupy has likewise declined,
demonstrated by the 63 percent occupancy of population bed capacity in Fiscal 2020. This is expected as the Department
plans to transition to the borough-based jail system.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
Jail-cells unavailable (short-term repair) (%) 2.3% 2.6% 3.7% 3.7% 4.3% 1.0% 1.0% Up Down
« Population as percent of capacity (%) 80% 81% 77% 72% 63% 96% 96% Down *
« Critical Indicator “NA” Not Available ñò Directional Target * None
DEPARTMENT OF CORRECTION | Page 75
Goal 1e Ensure timely transport of individuals in custody to courts throughout the City.
The Department remains committed to ensuring individuals arrive at their court dates in a timely fashion. Over the past
four years the Department has exceeded its target of 95 percent on-time court productions. Between July 1, 2019 through
February 29, 2020, over 96 percent of the Department’s 92,261 court deliveries were on time.
Due to COVID-19 and the closure of courts around the city and state, all court appearances occurred through
videoconferences. The Department’s Information Technology Division worked tirelessly to get the Department equipped with
the devices necessary to communicate effectively with courts and ensure all individuals could make their court appearances
without technological difficulties. The Department currently has 58 teleconference booths available in all facilities for court
hearings as well as scheduled meetings with legal representatives. From March 1, 2020 to July 1, 2020, the Department
has facilitated nearly 1,800 court hearings through teleconferences.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
« On-trial individuals in custody delivered to court on-time (%) 84.0% 98.4% 97.7% 97.2% 96.7% 95.0% 95.0% Up Up
« Critical Indicator “NA” Not Available ñò Directional Target * None
SERVICE 2 Prepare individuals in custody for return to their neighborhoods as civil and contributing
members.
Goal 2a Prepare as many individuals in custody as possible for successful release through participation in skillsbuilding programs including educational opportunities, jobs training, behavioral interventions and mental
health services.
Studies show the most effective recidivism reduction measures target critical needs for reentry. The Department has
increasingly focused its programming efforts on building skills to assist in the difficult transition back into the community.
This includes discharge planning, vocational skill training and the Individualized Corrections Achievement Network (I-CAN)
program. Between July 1, 2019 and February 29, 2020, over 3,000 individuals enrolled in the I-CAN program and the
Department conducted over 7,600 I-CAN workshops.
As a result of COVID-19, the majority of in-person programming opportunities were suspended and replaced with remote
alternatives. Counseling staff has been preparing, distributing, and collecting self-guided materials to individuals assigned to
the Department’s care. This includes activity packets, interactive journaling for cognitive behavior therapy, anger management
worksheets, and relapse prevention guides among others. These packets are distributed weekly to individuals’ housing
units. The Department has also worked with external providers such as the I-CAN program to distribute their own selfguided material that is tailored to the specific program content. Additionally, the Programs Division created a social services
request system where individuals have access to counseling sessions despite the suspension of group therapy services.
The Department is proud to have been able to continue providing these vital services despite the challenges imposed by
COVID-19 and plans to continue to utilize successful initiatives even when in-person services resume.
Capital commitments ($000,000) $81.5 $60.6 $34.4 $57.9 $42.2 $736.1 $348.5 Down
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
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 $1,182.0 $1,126.0
001 - Administration $113.7 $111.5 All
002 - Operations $1,068.3 $1,014.5 All
Other Than Personal Services - Total $192.5 $184.4
003 - Operations $176.7 $168.2 All
004 - Administration $15.9 $16.2 All
Agency Total $1,374.5 $1,310.4
1
Comprehensive Annual Financial Report (CAFR) for the Fiscal Year ended June 30, 2019. Includes all funds. 2
City 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
Page 78 | MAYOR’S MANAGEMENT REPORT
NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS !
• Because of changes to policies and practices due to the restrictions of COVID-19, data tracking on several indicators
stopped in March 2020. For the purposes of this report, we have used the data that was tracked between July 1, 2019
through February 29, 2020 and provided a summary of the remote alternative utilized from March 1, 2020 to June
30, 2020. The affected indicators are reported in goals: 1c, 1e, 2a and 2b.
• Historical data was amended in indicator charts 1a and 1b due to both changes in the way that facilities capture, track,
and report data as well as changes in the way annual rates are calculated.