MMR - FY20 - Department of Housing Preservation and Development

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    • DEPARTMENT OF HOUSING PRESERVATION
    • AND DEVELOPMENT Louise Carroll, Commissioner
    • HOUSING PRESERVATION AND DEVELOPMENT | Page 299
    • WHAT WE DO
    • The New York City Department
    • of Housing Preservation and
    • Development (HPD) is the largest
    • municipal housing preservation
    • and development agency in the
    • nation. The agency promotes
    • the construction, rehabilitation
    • and preservation of affordable,
    • high-quality housing for low and
    • moderate-income families in
    • thriving and diverse neighborhoods
    • in every borough by enforcing
    • housing quality standards, financing
    • affordable housing development and
    • preservation, and ensuring sound
    • management of the City’s affordable
    • housing stock.
    • FOCUS ON EQUITY
    • Using a variety of preservation, development, enforcement, and contracting
    • strategies, HPD strives to improve the availability, affordability and quality of
    • housing in all neighborhoods of New York City, while creating opportunities for
    • economic advancement. By enforcing the Housing Maintenance Code, HPD works
    • to ensure that New Yorkers live in safe and habitable neighborhoods and homes.
    • By developing affordable housing, HPD seeks to serve households of a wide range
    • of incomes, in all neighborhoods, with special attention to those with extremely
    • low incomes, special needs, seniors, and the formerly homeless. Through the
    • Housing Connect lottery, marketing and outreach efforts, HPD has expanded
    • the number and diversity of households applying to live in affordable housing
    • and ensures that eligible applicants have an equal and fair chance of receiving
    • housing. Using a targeted, neighborhood-based approach to preservation, HPD
    • is working to protect the ability of low-income families to remain in their current
    • neighborhoods if they wish to do so, even as rents increase.
    • At the same time, the Department’s development and preservation initiatives seek
    • to open up new housing opportunities for households at a range of incomes,
    • with an increasing focus on the lowest-income and most vulnerable households.
    • HPD also partners with other City agencies to work with communities across the
    • five boroughs to ensure our planning and development efforts, particularly on
    • public sites contribute to broad community objectives that strengthen the social,
    • economic, and physical health of neighborhoods, anchored by affordable housing.
    • In addition, HPD creates and promotes economic opportunities for Minority- and
    • Women-Owned Business Enterprises (M/WBEs) on affordable housing projects
    • and agency contracts.
    • OUR SERVICES AND GOALS
    • SERVICE 1 Enforce the Housing Maintenance Code.
    • Goal 1a Resolve housing maintenance complaints efficiently.
    • Goal 1b Improve compliance with the Housing Maintenance Code.
    • SERVICE 2 Preserve and create quality affordable housing.
    • Goal 2a Increase affordable housing opportunities through construction and
    • preservation.
    • SERVICE 3 Effectively manage HPD affordable housing assets.
    • Goal 3a Improve financial and physical stability of existing affordable housing.
    • SERVICE 4 Provide affordable housing opportunities for the lowest
    • income New Yorkers and maximize federal rent subsidies.
    • Goal 4a Maximize federal rent subsidies to make housing affordable for lowincome New Yorkers.
    • Goal 4b Target HPD financed housing to the lowest income New Yorkers.
    • Page 300 | MAYOR’S MANAGEMENT REPORT
    • HOW WE PERFORMED IN FISCAL 2019
    • SERVICE 1 Enforce the Housing Maintenance Code.
    • Goal 1a Resolve housing maintenance complaints efficiently.
    • HPD saw a decrease in the number of reported emergency complaints, which decreased by 26 percent to 261,339
    • complaints. Compared to Fiscal 2019, heat and hot water complaints decreased by 15 percent, while lead complaints
    • decreased by 39 percent. The decrease in complaints reported in Fiscal 2020 is attributed to mid-March through June of
    • the fiscal year when the City was under quarantine because of the COVID-19 outbreak. HPD closed emergency complaints
    • in 10.9 days, a half-day slower than Fiscal 2019, but more than a day faster than the 12-day target. The slower response
    • time can also be attributed to the COVID-19 outbreak. Seventy-two percent of all emergency complaints were closed
    • within 12 days of receipt.
    • The average time to close nonemergency complaints was slower than in Fiscal 2019, increasing by more than three days to
    • 21.4 days, which is about one day slower than HPD’s target of 20 days. HPD prioritized inspections for emergency complaints
    • in order to address pressing heat and hot water, lead, and other emergencies during the last few months of Fiscal 2020
    • and prioritize the safety of both tenants and housing inspectors working on-site during the COVID-19 outbreak. Overall,
    • 69 percent of nonemergency complaints were closed within 20 days, which is nearly 12 percent lower in comparison to
    • the first four months of Fiscal 2020, lower than the agency was achieving in the months prior to the COVID-19 outbreak.
    • The agency completed more than 570,000 inspections, which include complaint inspections, proactive inspections initiated
    • by HPD and reinspections of open violations.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Total complaints reported 549,640 541,858 530,619 570,476 418,785 * * Down *
    • « – Emergency complaints reported 337,791 334,242 327,359 351,133 261,339 * * Down *
    • Inspections completed 692,943 698,948 706,664 737,216 571,622 675,000 * Down *
    • Inspection visits per team per day 12.6 12.3 12.4 12.3 12.5 * * Neutral Up
    • Ratio of completed inspections to attempted inspections (%) 78% 80% 79% 80% 81% * * Neutral Up
    • Total complaints closed 558,417 541,216 532,571 568,822 415,228 * * Down *
    • – Emergency complaints closed 339,524 334,143 328,180 350,676 260,097 * * Down *
      • – Heat and hot water 110,007 115,262 114,641 121,757 104,225 * * Neutral *
      • – Lead 32,170 28,356 27,938 30,362 18,637 * * Down *
      • – Other emergency 197,347 190,525 185,601 198,557 137,235 * * Down *
    • « Average time to close emergency complaints (days) 11.3 12.4 11.4 10.4 10.9 12.0 ò Neutral Down
    • « Average time to close nonemergency complaints (days) 23.3 21.0 17.5 17.7 21.4 20.0 ò Down Down
    • « Emergency complaints closed within 12 days of receipt (%) 71% 71% 71% 72% 72% ñ ñ Neutral Up
    • Nonemergency complaints closed within 20 days of receipt (%) 75% 73% 77% 78% 69% * * Neutral Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 1b Improve compliance with the Housing Maintenance Code.
    • The agency uses various tools to enforce the Housing Maintenance Code in order to ensure housing quality and compliance
    • with legal and regulatory obligations. Enforcement and Neighborhood Services (ENS) works closely with other HPD divisions
    • and community partners to identify buildings with housing quality issues, assess conditions and develop appropriate strategies
    • to address those properties. ENS also works closely with responsible owners to develop plans to improve conditions. If HPD
    • finds violations during inspections, the agency directs the landlord to perform repairs within a timeframe specified by law.
    • In Fiscal 2020, HPD issued 474,619 violations, a 21 percent decrease compared to Fiscal 2019, with nonemergency
    • violations accounting for much of this decrease. Due to COVID-19, the number of complaints decreased and inspections
    • were suspended or delayed during the months of March, April, May and June, reducing the number of violations issued.
    • HOUSING PRESERVATION AND DEVELOPMENT | Page 301
    • The agency’s percent of violations issued and removed in the same fiscal year was 44 percent, better than the agency’s
    • target of 40 percent.
    • HPD’s Housing Litigation Division (HLD) initiates cases in Housing Court to enforce compliance with the housing quality
    • standards contained in the New York State Multiple Dwelling Law and the New York City Housing Maintenance Code. HLD
    • seeks correction of conditions; civil penalties for failure to correct violations, filing false certifications of violations and failure
    • to register a multiple dwelling building; the appointment of a 7A administrator; or access warrants. In Fiscal 2020, HLD
    • initiated 3,656 cases, a 26 percent decrease from Fiscal 2019. During the last months of Fiscal 2020, Housing Court only
    • addressed immediate emergency cases and normal HPD activities like initiating cases were suspended or severely curtailed.
    • In Fiscal 2020, 2,164 cases were settled, and 349 judgments related to cases initiated by HPD were entered in Court.
    • Annually, HPD designates severely distressed multiple dwellings for participation in the Alternative Enforcement Program
    • (AEP). Selection criteria include the number of hazardous (class “B”) and immediately hazardous (class “C”) Housing
    • Maintenance Code violations along with the cost of emergency repair charges incurred as a result of work performed by
    • HPD. AEP allows HPD to issue orders to correct violations and replace building systems. If a property owner fails to comply
    • with AEP requirements for discharge from the program within the first four months, HPD issues Orders to Correct, conducts
    • regular inspections and imposes significant fees. Since its inception in Fiscal 2008, AEP has successfully discharged 2,259
    • buildings. As of June 30, 2020, 628 buildings remained active in the AEP program, up 28 percent from the prior year. In
    • the last quarter of Fiscal 2020 due to COVID-19, the City suspended reinspections, an often-used mechanism for buildings
    • in AEP to get their violations dismissed and get discharged from the program. Reinspections are expected to be completed
    • during the first quarter of Fiscal 2021, resulting in discharges being reflected during the first half of Fiscal 2021.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Total violations issued 440,849 481,085 522,199 604,068 474,619 * * Up *
    • – Emergency violations issued 72,000 81,750 76,887 86,258 89,614 * * Up *
      • – Heat and hot water 8,858 10,340 11,143 11,481 9,838 * * Up *
      • – Lead 11,625 12,774 10,990 13,770 9,619 * * Neutral *
      • – Other emergency 51,517 58,636 54,754 61,007 70,157 * * Up *
    • – Nonemergency violations issued 368,849 399,335 445,312 517,810 385,005 * * Up *
    • « Violations issued and removed in the same
    • fiscal year (%) 45% 42% 43% 41% 44% 40% 40% Neutral Up
    • « Emergency violations corrected by owner
    • (%) 57% 55% 57% 57% 53% 55% 55% Neutral Up
    • Emergency violations corrected by HPD (%) 11% 10% 9% 8% 8% * * Down Down
    • Violations closed 489,900 485,251 510,713 539,777 467,785 * * Neutral Up
    • Violations certified as corrected by owner 170,109 193,461 219,318 258,035 216,473 * * Up *
    • Housing Court cases initiated by HPD 5,659 6,371 7,093 4,957 3,656 * * Down *
    • Housing Court cases initiated by HPD that
    • were disposed 5,633 6,222 6,938 5,245 2,970 * * Down *
    • – Cases settled 4,308 5,056 5,546 3,901 2,164 * * Down *
    • – Cases resulting in judgments 842 578 671 563 349 * * Down *
    • Total dollars spent on emergency repairs
    • (excluding demolition and AEP) ($) $10,139,937 $10,009,946 $10,680,843 $9,500,718 $9,500,718 * * Neutral *
    • Alternative Enforcement Program - Buildings
    • currently active 609 579 553 491 628 * * Neutral *
    • – Buildings discharged (cumulative) 1,278 1,558 1,834 2,146 2,259 * * Up *
    • – Buildings discharged from program (%)
    • (cumulative) 64% 73% 73% 78% 80% * * Up Up
    • Total dollars spent on emergency repairs in the
    • Alternative Enforcement Program ($) $3,308,416 $2,738,310 $2,322,680 $2,353,336 $2,678,697 * * Down *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Page 302 | MAYOR’S MANAGEMENT REPORT
    • SERVICE 2 Preserve and create quality affordable housing.
    • Goal 2a Increase affordable housing opportunities through construction and preservation.
    • In Fiscal 2020, under Housing New York 2.0, the City financed the creation and preservation of 30,023 affordable units
    • (homes), exceeding its goal and remaining on track to build or preserve 300,000 affordable homes by 2026. The City has
    • now created or preserved more than 25,000 affordable homes annually for the last three years. In the sixth full fiscal year
    • of the Mayor’s 12-year plan, the City preserved 23,520 units, nearly 9,000 more units than its preservation target and
    • 6,503 new construction units, about 3,000 units short of its new construction target. The City exceeded its total production
    • target by more than 5,000 units.
    • The agency completed 15,391 units in Fiscal 2020, about 3,000 units short of its preservation completions target and less
    • than 400 units short of its new construction target. The restrictions enacted in response to the COVID-19 outbreak halted
    • construction and stalled inspections of occupied units, affecting the completions for the fiscal year. Additionally, for both
    • new construction and preservation projects, HPD continues its efforts to improve project tracking for completions and
    • aggressively follow up to ensure that projects continue to stay on schedule.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Total housing starts under Housing New York (HNY) (units) 23,623 24,350 32,285 25,321 30,023 25,000 * Up *
    • – New construction starts 6,351 7,763 9,312 9,141 6,503 10,000 * Neutral *
    • – Preservation starts 17,272 16,587 22,973 16,180 23,520 15,000 * Up *
    • HNY units started for homeless individuals and families 1,883 2,625 2,264 2,682 1,389 2,400 * Down *
    • HNY units started that serve senior households 1,365 929 1,889 1,961 698 2,000 * Neutral *
    • « Total housing completions (New Housing Marketplace Plan
    • and HNY) (units) 20,660 23,373 27,508 19,266 15,391 18,787 * Down *
    • – New construction completions 4,482 5,413 5,747 9,573 5,501 5,900 * Up *
    • – Preservation completions 16,178 17,960 21,761 9,693 9,890 12,887 * Down *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • SERVICE 3 Effectively manage HPD affordable housing assets.
    • Goal 3a Improve financial and physical stability of existing affordable housing.
    • HPD’s Division of Asset Management is responsible for ensuring the longevity and affordability of units that the agency
    • has created or preserved. In Fiscal 2020 HPD increased the rental buildings in its portfolio by ten percent, while the coop buildings in its portfolio increased by two percent from the previous fiscal year. The Asset Management portfolio of
    • rental buildings has grown as additional affordable housing units financed by HPD are leased up and transferred to Asset
    • Management. More growth is expected in future years, based on additional development projects under the Housing New
    • York plan.
    • The agency tracks information on the physical and financial condition of properties it has financed, and oversees regulatory
    • agreements ensuring the affordability of properties financed or receiving tax exemptions. This tracking is intended to be
    • used as an early warning system to detect and mitigate potential risks to buildings and affordability. For Fiscal 2020, 41
    • percent of rental buildings and 53 percent of co-op buildings in the Asset Management portfolio were at medium or high
    • risk of physical deterioration, financial distress, or noncompliance with federal requirements. Staff use these risk metrics to
    • prioritize outreach and intervention efforts in collaboration with owners, partners and multiple divisions of HPD. Through
    • interventions such as financial assistance, management changes and ownership changes, the agency works to proactively
    • identify and address at-risk projects before physical or financial distress escalates.
    • HOUSING PRESERVATION AND DEVELOPMENT | Page 303
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Asset management - Rental buildings in portfolio 3,604 3,843 3,914 4,155 4,571 * * Up *
    • – Medium/high risk rental buildings in portfolio (%) NA 32.0% 38.0% 36.6% 41.4% * * NA Down
    • Asset management - Co-op buildings in portfolio 1,217 1,231 1,199 1,174 1,193 * * Neutral *
    • – Medium/high risk co-op buildings in portfolio (%) NA 54.0% 55.0% 58.1% 52.8% * * NA Down
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • SERVICE 4 Provide affordable housing opportunities for the lowest income New Yorkers and maximize
    • federal rent subsidies.
    • Goal 4a Maximize federal rent subsidies to make housing affordable for low-income New Yorkers.
    • The Housing Choice Voucher program, also known as Section 8, provides federal funding for subsidies for eligible lowincome families to rent quality, safe, and affordable housing in neighborhoods of their choice. Families pay a reasonable
    • share of their income toward rent and the subsidy, paid by HPD directly to the landlord, makes up the difference within
    • specified limits. The dwelling unit must also meet federal Housing Quality Standards (HQS) and is inspected prior to move
    • in and then biennially.
    • In Fiscal 2020 the overall voucher utilization rate was 97.2 percent, less than one percentage point below the target of 98
    • percent. The number of vouchers issued decreased by nine percent, to 2,951. While there was a decrease in vouchers issued
    • because of a significant drop in application submission and an adjustment in client-facing operations at the height of the
    • COVID-19 outbreak, all of HPD’s vouchers remain committed per the preference categories in HPD’s administrative plan. The
    • timing of issuing those committed vouchers was impacted, but voucher issuance increased at the start Fiscal 2021. In total,
    • the number of households receiving a rent subsidy through all the voucher programs increased by two percent to 40,636.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Section 8 - Voucher utilization rate 94.5% 96.6% 96.4% 96.6% 97.2% 98.0% 98.0% Neutral Up
    • – Vouchers issued 2,999 2,334 1,679 3,227 2,951 * * Up Up
    • – Households assisted 39,058 39,694 39,526 39,906 40,636 * * Neutral Up
    • Section 8 subsidized units in abatement (%) 2% 3% 2% 3% 2% * * Up Down
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 4b Target HPD financed housing to the lowest income New Yorkers.
    • A little more than half of the units started in Fiscal 2020 under Housing New York 2.0 are for extremely and very low income
    • families earning less than $51,200 a year for a three-person family. More than 2,300 of these units, or nearly 8 percent
    • of the Fiscal 2020 total production are for extremely low income families earning up to $30,720 for a family of three. The
    • agency is on track to exceed the plan’s goal of creating or preserving 75,000 units, or 25 percent of the entire Housing
    • New York plan, for extremely low and very low income households.
    • HPD also started nearly 1,400 units for homeless households and almost 700 units that serve seniors. Budget shortfalls
    • caused by COVID-19 resulted in fewer units for homeless and senior households.
    • Page 304 | MAYOR’S MANAGEMENT REPORT
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Housing New York units started – Extremely low income (0-
    • 30% AMI) 3,793 4,014 6,130 5,341 2,322 * * Down *
    • Housing New York units started – Very low income (31%-50%
    • AMI) 3,056 6,452 12,236 8,487 12,786 * * 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 (%) 55% 67% 67% 46% 21% 58% * Down Up
    • Letters responded to in 14 days (%) 53% 45% 49% 25% 15% 52% * Down Up
    • Average customer in-person wait time (minutes) 27 19 15 15 17 29 29 Down Down
    • Visitors to the Division of Tenant Resources, Client and Owner
    • Services rating customer service as good or better (%) 83% 89% 86% 87% 89% 95% 95% Neutral Up
    • Completed customer requests for interpretation 1,202 969 860 1,071 1,534 * * Up *
    • CORE customer experience rating (0-100) 97 98 93 NA 85 85 NA Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Performance Indicators Actual Target Trend
    • Response to 311 Service Requests (SRs) FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Percent meeting time to close - Heating (5 days) 82% 88% 79% 95% 97% 85% 90% Up *
    • Percent meeting time to close - Pests (30 days) 59% 59% 61% 65% 57% 59% 60% Neutral *
    • Percent meeting time to close - Paint/Plaster - Ceiling (17 days) 74% 74% 74% 76% 72% 71% 70% Neutral *
    • Percent meeting time to close - Paint/Plaster - Walls (17 days) 66% 64% 67% 69% 63% 69% * Neutral *
    • Percent meeting time to close - Plumbing - Water-Leaks (17
    • days) 66% 64% 66% 69% 62% 68% * Neutral *
    • « 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 $850.0 $1,026.6 $1,000.8 $1,090.4 $1,366.4 $1,293.2 $1,055.5 Up
    • Revenues ($000,000) $61.3 $79.1 $93.9 $72.7 $72.2 $64.3 $39.0 Neutral
    • Personnel 2,246 2,278 2,295 2,380 2,429 2,609 2,559 Neutral
    • Overtime paid ($000,000) $2.2 $2.4 $2.9 $4.0 $3.8 $2.0 $2.0 Up
    • Capital commitments ($000,000) $634.3 $880.0 $1,231.4 $1,508.5 $699.8 $1,485.4 $741.5 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
    • HOUSING PRESERVATION AND DEVELOPMENT | Page 305
    • 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 $175.8 $193.2
      • 001 - Office of Administration $43.1 $47.0 All
      • 002 - Office of Development $30.2 $34.8 2a, 3a, 4a, 4b
      • 004 - Office of Housing Preservation $62.4 $68.8 1a, 1b
      • 006 - Housing Maintenance and Sales $40.1 $42.6 2a, 3a, 4a, 4b
    • Other Than Personal Services - Total $914.6 $1,173.2
      • 008 - Office of Administration $11.8 $10.3 All
      • 009 - Office of Development $673.8 $633.2 1b, 2a, 4a, 4b
      • 010 - Housing Management and Sales $14.3 $17.5 1a, 1b, 2a, 3a, 4b
      • 011 - Office of Housing Preservation $73.9 $92.9 1a, 1b, 2a, 4b
      • 012 - City Assistance to NYC Housing $140.8 $419.3 All
    • Agency Total $1,090.4 $1,366.4
    • 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
    • 2020. Includes all funds. ³Refer to agency goals listed at front of chapter. “NA” Not Available *None
    • Page 306 | MAYOR’S MANAGEMENT REPORT
    • NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS
    • • As part of its routine updates and data clean-up efforts, HPD revised previously reported housing data for the below
    • fiscal years:
    • − Housing unit starts data for HNY increased slightly in each of the last three fiscal years, rising to 24,374 in Fiscal
    • 2017; 32,343 in Fiscal 2018; and 25,321 in Fiscal 2019.
    • − Total housing completions (New Housing Marketplace Plan and HNY) increased by 2,835 units to 23,495 in Fiscal
    • 2016, by 8 units to 23,381 in Fiscal to 2017, and by 851 units to 19,266 in Fiscal 2019.
    • − Very low income unit starts decreased by 145 units in Fiscal 2017 to 6,307, but increased by 14 units to 12,250 in
    • Fiscal 2018.
    • − Extremely low income increased by 145 units in Fiscal 2017 to 4,159.
    • − Units starts that serve senior households increased by 9 to 1,374 in Fiscal 2016, decreased by 1 to 928 in Fiscal
    • 2017, increased by 5 to 1,894 in Fiscal 2018, and decreased by 7 to 1,961 in Fiscal 2017.
    • • “*” appears as the Fiscal 2021 target for indicators related to the Housing New York (HNY) plan and Housing
    • Maintenance Code complaints and inspections due to ongoing budget considerations.
    • • As part of its routine updates, HPD adjusted Fiscal 2021 targets for Housing Maintenance Code complaints.
    • − The target percent meeting time to close heat complaints within five days increased from 85 percent to 90 percent.
    • HPD will prioritize resources to ensure that heat complaints are answered in a timely manner.
    • − The target percent meeting time to close pest complaints within 30 days increased from 59 percent to 60 percent.
    • − The target percent meeting time to close paint/plaster ceiling complaints within 17 days decreased from 71 percent
    • to 70 percent.
    • ADDITIONAL RESOURCES
    • For additional information on items referenced in the narrative, go to:
    • • Housing New York: A Five-Borough, Ten-Year Plan:
    • http://www.nyc.gov/html/housing/pages/home/index.shtml
    • • The Housing New York 2.0 plan:
    • https://www1.nyc.gov/assets/hpd/downloads/pdfs/about/housing-new-york-2-0.pdf
    • For more information on the agency, please visit: www.nyc.gov/hpd.