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MMR - FY20 - Department of Design and Construction

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  • Parent Document:: Mayor's Management Report - Fiscal Year 2020
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      • DEPARTMENT OF DESIGN AND
      • CONSTRUCTION Lorraine Grillo, Commissioner
      • DEPARTMENT OF DESIGN AND CONSTRUCTION | Page 279
      • WHAT WE DO
      • The Department of Design and
      • Construction (DDC) works with more
      • than 20 City agencies as well as
      • non-profit institutions receiving City
      • funding to deliver high-quality public
      • buildings and infrastructure for
      • New York City efficiently and costeffectively while meeting stringent
      • standards for environmental
      • sustainability and resiliency. DDC
      • supplies a full range of design and
      • construction management services
      • for public buildings projects such
      • as new and upgraded libraries,
      • firehouses and police precincts, and
      • infrastructure projects including
      • water mains, sewers, roads and
      • public plazas.
      • In Fiscal 2020 many of the agency’s
      • projects, at all stages of development
      • and implementation, were impacted
      • by the effects of and response to the
      • COVID-19 pandemic, particularly in
      • DDC’s Public Buildings Division.
      • DDC’s total portfolio in Fiscal Year
      • 2020 consisted of more than
      • 650 active projects (not including
      • borough-based jail facilities or
      • projects in the planning or closeout
      • phases) valued at approximately $14
      • billion . Of those, 330 projects were
      • impacted by COVID-19.
      • FOCUS ON EQUITY
      • DDC has an extensive and diverse portfolio of projects that support neighborhoods,
      • promote economic growth and advance the Mayor’s commitment to enhance the wellbeing of New Yorkers in every part of the City. Whether it is the award-winning historic
      • renovation of the Bachelor Officers’ Quarters in Fort Totten, Queens to create a new home
      • for the Center for the Women of New York, or the massive East Side Coastal Resiliency
      • project to protect over 100,000 residents on Manhattan’s Lower East Side from the effects
      • of future storms, the agency develops world-class projects that benefit every New York
      • City resident.
      • DDC fosters an equitable and competitive business environment while ensuring
      • its procurement process reflect the diversity of New York City. The Office of Diversity
      • and Industry Relations implements policies and programs focused on the principles of
      • accessibility, capacity building, accountability and sustainability and has engaged over
      • 6,300 Minority and Women-owned Business Enterprises (M/WBEs) through internal and
      • external workshops and seminars that enhance technical and business capacity. DDC has
      • also restructured procurements to create opportunities for small M/WBEs, and is a leading
      • agency in contract awards and payments to M/WBE firms.
      • DDC’s commitment to equity is also exemplified through its work to help the City meet its
      • long-term environmental goals. In every neighborhood, DDC ensures that its projects are
      • built to higher standards for resiliency and sustainability. One example is the new home for
      • FDNY’s Rescue Company No. 2 that opened in Brooklyn in November 2019. Featuring a
      • 500-foot-deep geothermal system, green roof and solar water heating system, the building
      • was designed to maximize energy efficiency, reduce carbon emissions, conserve water and
      • contribute to a healthy urban environment.
      • To help neighborhoods manage the impacts of construction, DDC’s Office of Community
      • Outreach and Notification reaches out to local businesses and individuals in every
      • community to share information and respond to concerns. Most infrastructure projects
      • have full-time Community Construction Liaisons assigned to them, many of whom are
      • multilingual, working daily at job sites to proactively address community issues.
      • DDC also educates students about careers in science, technology, engineering, architecture/
      • art and mathematics through its STEAM program, providing workforce development,
      • mentorship and internship programs for students from middle school through college.
      • Through STEAM, DDC has provided more than 4,550 students in targeted high schools
      • and in Title 1 middle schools with the guidance and skills to carve out careers in the design
      • and construction industries. In summer 2020, due to COVID, STEAM offered a virtual
      • “Lunch and Learn” program as a substitute for DDC’s summer internship for NYC high
      • school students.
      • OUR SERVICES AND GOALS
      • SERVICE 1 Design and build quality public buildings and infrastructure.
      • Goal 1a Complete projects on time and within budget.
      • Goal 1b Meet quality assurance and site safety standards for all active
      • projects.
      • Goal 1c Improve customer satisfaction ratings.
      • Page 280 | MAYOR’S MANAGEMENT REPORT
      • HOW WE PERFORMED IN FISCAL 2020
      • SERVICE 1 Design and build quality public buildings and infrastructure.
      • Goal 1a Complete projects on time and within budget.
      • DDC’s operations were directly impacted by the pandemic and COVIDrelated pause that occurred in mid-March 2020. Design and construction
      • of almost all planned public buildings projects were suspended. While
      • infrastructure projects were deemed essential and could continue under
      • the State’s emergency declaration, work was performed under strict
      • new health protocols impeding delivery on some projects. Infrastructure
      • projects benefitted because of reductions in vehicle and pedestrian traffic
      • that allowed for construction to proceed more quickly than it had preCOVID.
      • In January 2019, DDC introduced its Strategic Blueprint for Construction
      • Excellence in order to comprehensively improve the capital project delivery
      • process. A one-year update to the Blueprint completed immediately prior
      • to the pandemic showed significant progress toward reducing overall
      • project durations. The data below however represent the entire Fiscal
      • Year 2020, almost one-third of which occurred after the statewide pause order was issued, and so reflect the impact of
      • the pandemic on the agency’s project delivery.
      • The Department completed 85 design projects during Fiscal 2020, below the target of 118. There were 108 construction
      • projects completed however, exceeding the annual target of 90. For projects that were completed, 88 percent of
      • infrastructure projects and 91 percent of public buildings projects were on or ahead of schedule, also exceeding each
      • division’s target of 82 percent. Overall, the percent of construction contracts completed within budget was 85 percent,
      • one percentage point lower than in Fiscal 2019.
      • Completed public buildings projects include renovations to Queens Theatre in the Park, where an M/WBE contractor
      • completed work under budget and two months ahead of schedule. DDC also completed work to upgrade the City’s sewer
      • and water main infrastructure and to alleviate chronic flooding, adding a total of 28.4 miles of new and rebuilt sewers,
      • over 54.8 miles of new and replacement water mains and reconstructing 55.9 lane miles of roadway. This work includes
      • the $1.9 billion Southeast Queens Initiative, where 14 projects have been completed out of a total of 43, with seven more
      • in construction.
      • The impacts of COVID were noticeable in the agency’s on-time performance for active design projects, which fell to 70
      • percent , 12 percentage points lower than in Fiscal 2019 and 18 percentage points under the Fiscal Year 2020 target of
      • 88%. On-time performance for active construction projects was 67 percent , 16 percentage points less than in Fiscal Year
      • 2020 and 15 percentage points below the Fiscal 2020 target of 82%.
      • DDC’s Public Buildings Division has been an integral part of the City’s response to COVID-19, and in the span of less than
      • four months under emergency procurement rules managed the construction of two large field hospitals, 15 local specimen
      • collection sites and four new laboratory spaces in DOH community health centers. The agency also managed the distribution
      • and installation of more than 50,000 residential air conditioner units and continues to oversee construction of three large
      • centers that will include long-term care for patients in the City’s public hospital system. These emergency projects are not
      • reflected in the data below.
      • $0
      • $500
      • $1000
      • $1500
      • $2000
      • Dollar Value
      • in Millions
      • $1,236
      • $1,747 $1,439 $1,607
      • $1,033
      • 87% 87% 88% 87% 89%
      • Construction Projects Completed
      • 0%
      • 20%
      • 40%
      • 60%
      • 80%
      • 100%
      • % of Projects Completed
      • Early and On Time
      • FY 16 FY 17 FY 18 FY 19 FY 20
      • DEPARTMENT OF DESIGN AND CONSTRUCTION | Page 281
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Design projects completed 181 138 136 115 85 118 * Down *
      • Total design projects completed early/on time (%) 87% 90% 93% 92% 79% 88% 88% Neutral Up
      • « – Completed early/on time: Infrastructure (%) 87% 100% 96% 91% 83% 88% 88% Neutral Up
      • « – Completed early/on time: Public buildings (%) 87% 88% 89% 92% 70% 88% 88% Down Up
      • Construction projects completed 135 147 132 118 108 90 * Down *
      • Total construction projects completed early/on time (%) 87% 87% 88% 87% 89% 82% 82% Neutral Up
      • « – Completed early/on time: Infrastructure (%) 87% 90% 87% 83% 88% 82% 82% Neutral Up
      • « – Completed early/on time: Public buildings (%) 85% 86% 88% 91% 91% 82% 82% Neutral Up
      • « Construction contracts completed within budget (%) NA 83% 83% 86% 85% ñ ñ NA Up
      • Roadway lane miles reconstructed 16.7 52.0 25.0 30.8 55.9 56.0 * Up *
      • sewers constructed (miles) 11.4 10.6 18.2 18.3 17.7 20.0 * Up *
      • sewers reconstructed (miles) 4.6 12.0 7.4 10.0 10.6 21.0 * Up *
      • Water mains (new and replaced) (miles) 34.3 62.5 92.6 82.7 54.8 73.0 * Up *
      • « Active design projects: Early/on time (%) 84% 83% 85% 82% 70% 88% 88% Down Up
      • « Active construction projects: Early/on time (%) 90% 88% 87% 83% 67% 82% 82% Down Up
      • Projects completed front-end-planning phase NA NA NA 71.0 * * NA *
      • « Critical Indicator “NA” Not Available ñò Directional Target * None
      • Goal 1b Meet quality assurance and site safety standards for all active projects.
      • In Fiscal 2020 there were 14 construction-related accidents at DDC-managed construction sites, ten fewer than in Fiscal
      • 2019 representing a reduction of more than 41 percent. There were also 14 construction-related injuries, down from 26 the
      • previous year. To improve safety at construction sites and to align with established industry safety metrics, DDC continues
      • reporting on the number of accidents, injuries and fatalities that occur at or involve DDC-managed construction sites.
      • All reported accidents are investigated to determine root causes and to identify necessary corrective actions to prevent
      • further occurrences. Contractor safety compliance and implementation of corrective actions are verified by the Office of
      • Construction Safety through safety audits and inspections.
      • Contractors are required to immediately report and investigate all safety related accidents and incidents to DDC, where
      • established protocols dictate follow-up and reporting requirements. A completed construction accident report must be
      • submitted to the Agency’s Office of Construction Safety by project staff within 24 hours of the time of an accident or
      • incident. However, notification of any accident and/or incident needs to be reported within two hours of occurrence.
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Projects audited (%) 100% 100% 100% 100% 100% 95% 95% Neutral Up
      • Construction-related accidents on DDC-managed construction
      • sites NA NA 32 24 14 * * NA Down
      • « Construction-related injuries on DDC-managed construction
      • sites NA NA 32 26 14 ò ò NA Down
      • « Construction-related fatalities on DDC-managed construction
      • sites* NA NA 0 1 0 ò ò NA Down
      • « Critical Indicator “NA” Not Available ñò Directional Target * None
      • Page 282 | MAYOR’S MANAGEMENT REPORT
      • Goal 1c Improve customer satisfaction ratings.
      • To gauge how DDC’s projects are received by communities and by the sponsoring agencies that the agency builds for,
      • DDC sends out Post-Construction Satisfaction Surveys to many of the residents affected by infrastructure projects and to
      • the agencies that sponsor public buildings projects. In Fiscal 2020, 89 percent of the surveys returned rated the project in
      • question as adequate or better, ten percentage points above the previous year but one percentage point below the target
      • of 90 percent.
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Eligible projects with completed post-construction surveys (%) 56% 53% 39% 26% 25% * * Down Up
      • Post-construction satisfaction - Surveys returned 54 41 51 28 63 * * Neutral Up
      • « Respondents rating a completed project as adequate or better
      • (%) 91% 91% 90% 79% 89% 90% 90% Neutral Up
      • « 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
      • E-mails responded to in 14 days (%) 86% 90% 99% 100% 100% 90% 90% Up Up
      • Letters responded to in 14 days (%) 88% 86% 98% 99% 100% 90% 90% Up 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 $399.3 $505.6 $550.9 $286.8 $530.3 $331.8 $169.1 Neutral
      • Revenues ($000) $49 $106 $20 $15 $12 $150 $150 Down
      • Personnel 1,437 1,396 1,389 1,355 1,263 1,566 1,553 Down
      • Overtime paid ($000,000) $2.7 $3.0 $2.7 $2.5 $2.3 $1.1 $1.1 Down
      • Capital commitments (capital projects
      • managed for client agencies) ($000,000) $1,584.7 $2,224.5 $2,170.2 $1,770.2 $868.6 $1,401.5 $2,062.2 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
      • 001 - Personal Services $118.8 $119.1 All
      • 002 - Other Than Personal Services $168.0 $411.1 All
      • Agency Total $286.8 $530.3
      • 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
        1. Includes all funds. ³Refer to agency goals listed at front of chapter. “NA” Not Available *None
      • DEPARTMENT OF DESIGN AND CONSTRUCTION | Page 283
      • NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS !
      • • The indicator ‘Constructions projects completed within budget (%)’ has been reworded to ‘Construction contracts
      • completed within budget (%)’ to better reflect the work and the indicator definition.
      • • “*” appears as the target for indicators related to Front End Planning because the number of projects reaching the
      • Front End Planning stage is dependent on the number of new projects initiated by DDC’s sponsoring agencies, a factor
      • DDC does not control.
      • • FY20 target values were revised after the PMMR 20 session due to an error.
      • • Multiple Goal 1a targets for FY21 have been left undetermined because of the unknown effect the COVID-19 pandemic
      • will have on the capital construction targets of the agencies that fund DDC projects.
      • • The indicator ‘Projects completed front-end-planning phase’ was recently added.
      • ADDITIONAL RESOURCES
      • For more information on the agency, please visit: www.nyc.gov/ddc.
      • Page 284 | MAYOR’S MANAGEMENT REPORT
MMR - FY20 - Department of Design and Construction