Civic Roam

Powered by 🌱Roam Garden

MMR - FY20 - Department of Correction

  • Page Type:: Document Section
  • Parent Document:: Mayor's Management Report - Fiscal Year 2020
  • Content::
    • Roam Embed::
    • Raw Text::
      • DEPARTMENT OF
      • CORRECTION Cynthia Brann, Commissioner
      • DEPARTMENT OF CORRECTION | Page 71
      • WHAT WE DO
      • The Department of Correction (DOC)
      • provides for the care, custody and
      • control for those in the Department’s
      • custody, including individuals 17
      • years of age and older who are
      • accused of crimes and are awaiting
      • trial, who have been convicted and
      • sentenced to less than one year of
      • incarceration, and persons held on
      • state parole warrants. Pursuant to
      • New York’s Raise the Age law, 16-
      • and 17-year olds were removed
      • from Rikers Island prior to October
      • 1st, 2018. The Department currently
      • operates 11 correctional facilities,
      • court holding facilities in each of
      • the five boroughs and 2 hospital
      • prison wards. Through the end
      • of the reporting period in Fiscal
      • 2020, the Department processed
      • 23,317 admissions and managed a
      • combined average daily population
      • (ADP) of approximately 5,800
      • individuals. Guided by its Reform
      • Agenda, as well as ongoing work
      • with the Nunez Federal Monitor,
      • the Department has implemented
      • substantive reforms informed by,
      • and contributing to, correctional
      • best practices. These reforms
      • include significant reduction in the
      • use of punitive segregation and
      • development of holistic approaches
      • to behavior management; improved
      • staffing ratios; enhanced staff
      • training in Mental Health First
      • Aid, Safe Crisis Management and
      • de-escalation; and expansion of
      • programming for those in custody
      • that is designed to reduce idleness
      • and promote skills development
      • towards post-release success.
      • FOCUS ON EQUITY
      • The Department is committed to operating a system that is safe, humane and produces positive
      • outcomes for those in its custody. While the Department doesn’t make the decision about who
      • to incarcerate or play a role in how someone ends up in one of its facilities, the Department is
      • committed to helping everyone achieve a future with less involvement in the justice system. It is
      • the Department’s primary equity goal to provide those in its custody and care with the resources
      • they need to overcome the challenges that may have brought them into contact with the justice
      • system in the first place. This includes facilitating access to education, substance abuse services,
      • mental health treatment, and vocational training that will equip individuals for a better future
      • upon release. These measures function to counterbalance inherent disparities among those
      • who come through the Department’s doors by providing services to fill gaps in education, job
      • readiness, and health. This approach also extends to access to emotional wellness services, where
      • the Department ensures all those in custody have access to counselors and mental health services
      • as well as follow-up care. The Department likewise acknowledges that many of these services are
      • only valuable if they are continued upon release. As such, the Department specifically partners
      • with community organizations that provide in-person services in locations throughout the city to
      • allow continuity of care with providers in individuals’ home neighborhoods. This enables those
      • in custody to continue any treatment or support they were receiving while incarcerated when
      • they are back in their own communities.
      • The Department is also working on expanding its mission from one limited to public safety to
      • one that is focused on transforming lives and building safer communities. With these additional
      • goals, the Department seeks to utilize best correctional practices to ensure that it creates a
      • safe and supportive environment where staff acts with integrity and professionalism while
      • providing individuals in the Department’s care with a path to successful community reintegration.
      • This path includes areas that traditionally have disparate impacts on sectors of the population
      • including education, jobs, and healthcare. The Department is dedicated to its new mission and
      • will continue to ensure that those who come into its doors are safe and have the tools they
      • need to address barriers to successful reentry.
      • OUR SERVICES AND GOALS
      • SERVICE 1 Provide a safe and secure environment for individuals in
      • custody, staff and host communities.
      • Goal 1a Ensure the security and safety of individuals in DOC custody.
      • Goal 1b Ensure that use of force is authorized and appropriate.
      • Goal 1c Provide individuals in custody with timely access to health services.
      • Goal 1d Maximize bed capacity and address cell maintenance and repairs in
      • a timely manner.
      • Goal 1e Ensure timely transport of individuals in custody to courts throughout
      • the City.
      • 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 skills-building programs including
      • educational opportunities, jobs training, behavioral interventions
      • and mental health services.
      • Goal 2b Reduce idleness by increasing participation of individuals in custody
      • in mandated and other programs, services and activities.
      • SERVICE 3 Provide correction-related services and information to the
      • public.
      • Goal 3a Provide timely notifications to crime victims.
      • Page 72 | MAYOR’S MANAGEMENT REPORT
      • HOW WE PERFORMED IN FISCAL 2020
      • SERVICE 1 Provide a safe and secure environment for individuals in custody, staff and host
      • communities.
      • Goal 1a Ensure the security and safety of individuals in custody in DOC custody.
      • The Department is committed to ensuring the safety and security
      • of its facilities. However, as legislation diverting low-level, nonviolent offenders has gone into effect and the Department’s overall
      • population has declined, to historic levels due to intentional efforts
      • by the City and others in response to COVID-19, the Department
      • has found itself managing a particularly challenging population
      • made up of individuals charged with more serious offenses, who
      • are more frequently affiliated with gangs, and who are more violent
      • while incarcerated. From Fiscal 2019 to Fiscal 2020 the percent of
      • individuals in custody in a security risk group rose 2.1 percentage
      • points. The growth in the rate of violent incidents among people in
      • custody was 16.3 percent, and the number of slashing and stabbings
      • incidents increased 16 percent, from 106 to 123. The sheer scale
      • of the population reduction experienced over the past year, from
      • 7,367 at the start of Fiscal 2020 to 3,927 at the end, has also greatly
      • impacted the rate of many violence indicators. The Department
      • recognizes its obligation to meet the needs of any population under
      • its care and is working tirelessly to meet these increased challenges.
      • To that end, the Department continues to support its young adult
      • population, especially those who frequently become involved in violent
      • activity. This includes partnering with community-based groups who
      • specialize in providing services to young adults who are at high-risk
      • for violence. In an effort to reduce violent behavior, the Department
      • will be implementing a case management approach to programming,
      • targeting an individual’s specific criminogenic risks and devising an
      • individualized plan to better support their needs. COVID-19 has
      • made the launch of this new initiative difficult as the Department
      • suspended in-person programming efforts in an effort to reduce risk
      • of transmission. However, the Department looks forward to resuming
      • it once it is safe to do so.
      • During the reporting period, the Department made several changes
      • to the way serious injuries are classified and tracked. This includes
      • introducing a revised serious injury policy, implementing a data sharing
      • protocol to fully capture the final determinations of all potentially
      • serious injuries with its health partner, Correctional Health Services
      • (CHS), and expanding the definition of injuries that could be
      • categorized as serious. The Department updated its serious injury
      • forms to more clearly capture the type of injury that occurred. Revised
      • forms, policy, and data protocol, were guided by recommendations
      • from the Board of Correction as well as new requirements in the
      • Board’s rule on serious injury reporting. As a result, the Department
      • experienced an expected rise in reported serious injuries and accidents
      • involving individuals in custody as these changes were put into place.
      • The rate of serious injuries to individuals as a result of a violent
      • incident among people in custody rose by 284 percent from Fiscal
      • 2019 to Fiscal 2020.
      • FY 16 FY 17 FY 18 FY 19 FY 20
      • Serious Injury to Staff as a Result of individual(s) in custody
      • Assault on Staff (monthly rate per 1,000 ADP)
      • 0.42
      • 0.20
      • 0.24
      • 0.49
      • 0.65
      • 0
      • 4000
      • 8000
      • 12000
      • 16000
      • Average Daily individual(s) in custody Population
      • FY 16 FY 17 FY 18 FY 19 FY 20
      • Length of Stay Days
      • FY 16 FY 17 FY 18 FY 19 FY 20
      • Individual(s) in custody Population and
      • Length of Stay
      • 8,896
      • 7,938
      • 9,790 9,500
      • 66
      • 75
      • 5,841
      • 90
      • 56
      • 60
      • DEPARTMENT OF CORRECTION | Page 73
      • DOC continues to prioritize the elimination of contraband from its facilities and to monitor its facilities through the use
      • of approximately 14,000 cameras and the work of the Special Search Unit to support routine and event-driven searches
      • throughout the Department. As expected, given the significant decrease in population and thus fewer open housing units,
      • between Fiscal 2019 and Fiscal 2020 searches decreased by 14.2 percent and the total weapons recovered decreased by
      • 15.4 percent. This result continues an improving trend in overall weapons found in DOC’s facilities and indicates a reduction
      • of the smuggling in of weapon contraband. While the number of searches and contraband recovered has decreased due
      • to population changes, the Department’s use of body scanning technology in Fiscal 2020 has increased the detection of
      • small blades, non-metallic objects, and other hard-to-find weapons that have historically been a challenge to discover.
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Admissions 63,758 58,226 49,455 39,420 23,317 * * Down *
      • Average daily population 9,790 9,500 8,896 7,938 5,841 * * Down Down
      • Individuals in custody in Security Risk Group (% ADP) 13.3% 14.7% 15.4% 16.4% 18.5% * * Up Down
      • Fight/assault infractions 11,240 12,650 12,047 12,008 11,191 * * Neutral Down
      • Jail-based arrests of individuals in custody 1,538 1,126 742 490 258 * * Down Down
      • Searches 237,780 246,822 308,063 328,750 282,048 * * Up *
      • Weapons recovered 3,460 3,976 3,676 2,882 2,439 * * Down *
      • « 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.
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • « I-CAN Enrollments 4,278 7,569 7,685 4,703 3,050 * * Down *
      • I-CAN Workshops 6,505 12,002 12,799 11,051 7,673 * * Neutral *
      • « Critical Indicator “NA” Not Available ñò Directional Target * None
      • Page 76 | MAYOR’S MANAGEMENT REPORT
      • Goal 2b Reduce idleness by increasing individual in custody participation in mandated and other programs,
      • services and activities.
      • In addition to discharge planning, the Department understands the critical importance of job readiness in the reentry
      • process. As such, the Department provides many opportunities for individuals in custody to participate in vocational skill
      • training. In Fiscal 2020, the Department’s average daily number of participants in vocational skills training programs was
      • over 280 individuals. Further, from July 1, 2019 through February 29, 2020, over 20 percent of the Department’s population
      • participated in skills building or discharge planning. These programs are widely available to people in custody, though
      • participation is voluntary. The Department is continuing its positive trend of increased participation, with 20 percent of the
      • population choosing to participate in discharge planning and skills building in both Fiscal 2020 and Fiscal 2019, which is
      • a significant increase from rendering services to just under 9 percent of the population in Fiscal 2017.
      • Similar to other programming and services opportunities, COVID-19 impacted the Department’s ability to provide in-person
      • discharge planning and vocational skills training. However, the Department quickly worked to develop remote opportunities
      • to continue these essential services. With its reentry partners, the Department established a discharge planning hotline
      • connecting those in custody with external providers to ensure continuity of care. This hotline allows those in custody to work
      • with reentry organizations to secure necessary services such as housing, job placement, and treatment prior to discharge.
      • The ability to continue providing these services has proven particularly significant given the increased number of releases due
      • to COVID-19, with many of these individuals needing additional services such as follow-up medical care. Similar to reentry
      • providers, the Department worked with its partners who teach skills training to develop self-guided materials focusing on
      • those skills. The Department looks forward to resuming these in-person services when appropriate.
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Average daily number of individuals in custody in vocational skills
      • training programs 226 419 482 418 287 * * Up Up
      • Average daily attendance in school programs 256 203 169 77 60 * * Down *
      • « Individuals in custody participating in skills-building activities/
      • discharge planning (%) 8.7% 14.0% 23.8% 20.9% 20.9% 10.0% 10.0% Up Up
      • « Critical Indicator “NA” Not Available ñò Directional Target * None
      • SERVICE 3 Provide correction-related services and information to the public.
      • Goal 3a Provide timely notifications to crime victims.
      • One of the Department’s key priorities is to make information readily available to the public. The Victim Identification
      • Notification Everyday (VINE) system provides victims of crimes with access to timely and reliable offender custody information.
      • Vine registration decreased by 20.6 percent, from 23,728 to 18,843 registrations between Fiscal 2019 and Fiscal 2020. At
      • the same time, confirmed notifications decreased by 31.6 percent, from 43,092 to 29, 484. The decreases in registration
      • and notifications correlate with the Department’s declining admission and average daily population rates, respectively.
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Victim Identification Notification Everyday (VINE) system registrations 15,440 17,288 22,668 23,728 18,843 * * Up Up
      • VINE confirmed notifications 21,993 25,250 32,856 43,092 29,484 * * Up Up
      • « Critical Indicator “NA” Not Available ñò Directional Target * None
      • DEPARTMENT OF CORRECTION | Page 77
      • AGENCY-WIDE MANAGEMENT
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Collisions involving City vehicles 107 110 114 125 119 * * Up Down
      • Workplace injuries reported 2,222 3,435 3,491 4,291 4,301 * * Up Down
      • Accidents involving individuals in custody 43 35 36 27 241 * * Up Down
      • « Critical Indicator “NA” Not Available ñò Directional Target * None
      • AGENCY CUSTOMER SERVICE
      • Performance Indicators Actual Target Trend
      • Customer Experience FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Letters responded to in 14 days (%) 99.3% 100.0% 100.0% 100.0% 100.0% * * Neutral Up
      • E-mails responded to in 14 days (%) 100.0% 100.0% 100.0% 100.0% 100.0% * * Neutral Up
      • « Critical Indicator “NA” Not Available ñò Directional Target * None
      • AGENCY RESOURCES
      • Resource Indicators Actual¹ Plan²
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5yr Trend
      • Expenditures ($000,000)³ $1,307.6 $1,368.6 $1,400.2 $1,374.5 $1,310.4 $1,330.4 $1,150.0 Neutral
      • Revenues ($000,000) $22.9 $22.7 $21.3 $19.9 $12.6 $15.5 $13.5 Down
      • Personnel (uniformed) 9,832 10,862 10,653 10,189 9,237 8,949 7,219 Neutral
      • Personnel (civilian) 1,676 1,830 1,886 1,857 1,803 2,103 1,847 Neutral
      • Overtime paid ($000,000) $275.2 $266.7 $221.7 $180.1 $152.7 $157.7 $91.2 Down
      • 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
        1. 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.
      • ADDITIONAL RESOURCES
      • • Select annual indicators:
      • http://www1.nyc.gov/site/doc/about/doc-statistics.page
      • For more information on the agency, please visit: www.nyc.gov/doc.
MMR - FY20 - Department of Correction